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Issue 85 | September/October 2010

Body  corporate How Phillip Mills turned Les Mills World of Fitness into an empire

One for all

Areas the supercity mayor needs to address first and foremost

Running out of puff

Has the city of sails becalmed itself?

Thou shalt not‌

Business commandments you dare not break

Working at war

Keep your friends close and your colleagues closer

News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1508

The battle against plastic In 2000, Dianne Collins was diagnosed with cancer. She was only 61. Her son, Gary began to research the issue, looking for answers. What caused cancer and how it could be stopped were questions that began to plague his mind. In Gary’s research, the same word kept coming up in all the information he read. A chemical called Bisphenol A (BPA) was increasingly being questioned by reputable doctors and researchers and was being reported in mainstream health magazines.

In fact, all commercial hospitality cooking equipment is made in stainless steel for this reason. And because they are stainless steel they can be reused again and again – no more plastic clogging up our landfills or killing our vulnerable sea creatures.

How often is our tap water regulated?

The problem with BPA is it behaves similarly to estrogen. When enough of this accumulates in the body there can be negative health effects – that’s why BPA has been linked to obesity, diabetes, breast cancer and hyperactivity.

SafeBottles come in 500, 750 and 1000ml varieties and are in a variety of designs and colours. SafeBottles can use a custom-made design, making them the perfect choice for a sports team.

Locally, the supply is owned by a local authority such as a district or city council, who extracts the water, runs the treatment plant to remove contaminants and pipes the water to your door. Under the DrinkingWater Standards for New Zealand 2005 (which applies to private and public water supplies, but not bottled water!), they are expected to test the water regularly to ensure it is safe.

Gary’s mum died in 2001. But he couldn’t forget about the issues he’d come across. “I discovered many possible causes of cancer that I’d never heard of before, and whether it’s a conspiracy, or simply ignorance by us, the general public, I feel it’s time people became aware of some of these issues.” While BPA exists only in some plastic bottles, our standard day to day plastic bottles can leak out other toxic chemicals such as phthalates and antimony when scratched or heated. The more he read about plastic bottles, the more the self-described ‘non-greenie’ came across uncomfortable facts about the environmental problems these drink bottles cause. Plastic bottles are a petroleum product and use 151 billion litres of oil to produce each year. That’s enough to run 500,000 cars per year. In New Zealand, 78 percent of the time these bottles are not recycled and they go to landfills, where 700 years later they start to decompose. A significant amount of the world’s plastic winds up at sea. There’s an area estimated to be the size of Texas (some say twice the size) in the Pacific Ocean known as the ‘Great Pacific Garbage Patch’, a floating mass of plastic rubbish. A lot of this plastic that ends up at sea gets eaten by hungry animals thinking it’s food. Many researches and environmental organisations list plastic as the number one threat to our marine environment. All of this research inspired Gary to act. As the CEO of several successful New Zealand businesses, he turned his entrepreneurial eye to a solution that would stop people from using the chemical ridden and environmentally devastating plastic bottles. The culmination of his research, and arguably one answer in the fight against cancer and environmental harm, is this September SafeBottles will be officially launched. These BPA-free bottles are made from high quality stainless steel. Unlike aluminium, the inside isn’t coated with an epoxy lining, which becomes dangerous if scratched.

Within a typical CBD, it’s easy to count how many free water fountains there are – usually about three, all within parks. However, corner dairies and supermarkets selling plastic drink bottles are ubiquitous – there’s one on every street. Gary’s grand vision for SafeBottles involves paying for a drinking fountain giving free water at petrol stations. He hopes thirsty customers would bring their SafeBottles with them, re-fill and drive away

“A chemical called Bisphenol A (BPA) was increasingly being questioned by reputable doctors and researchers and was being reported in mainstream health magazines.” without buying a plastic bottle while they bought their petrol. This might cut down on the 168 plastic bottles the average Kiwi buys a year.

The battle against plastic What percentage of plastics used in New Zealand are recycled?

Three organisations are concerned with the provision of safe and wholesome drinking-water to any community in New Zealand, one at the local level, one regional and one with a national perspective.

The Ministry of Health, through the provision of standards, guidelines and other tools, has a national function to ensure regulations are in place. It works at the regional level through District Health Boards (DHBs). Each DHB is expected to oversee the local authorities and ensure, through auditing measures, that the local bodies are maintaining appropriate water quality. Underlying the standards and processes is the Health (Drinking Water) Amendment Act 2007 and the Drinking Water Standards for New Zealand 2005.

How often is the bottled water industry in New Zealand regulated? Bottled water has far fewer health and safety standards to which it must conform to than municipal supplies. Bottled water simply has to comply to the Food Act 1981. It is also regulated as a packaged food product by Food Standards Australia New Zealand. Its regulations are scrutinised by one body, whereas tap water is monitored by three separate organisations. Call 0800 777 444, text SAFE to 244 or go to our website to order your SafeBottle today. SafeBottles Level 3, 818 Colombo Street PO Box 1879, Christchurch 8140

The figure is growing - in 2000, 26,702 tonnes of plastic was recycled. Two years later the figure had increased to 30,190 tonnes. Still, from our 242,000 tonnes of annual production, a shocking 190,000 tonnes is still being sent to New Zealand landfills every year - just 52,000 tonnes being recycled.

How many plastic bottles are made and/or consumed in New Zealand? In 2003, 125,955 tonnes of plastic packaging were produced in New Zealand. The average New Zealander uses about 31kg of plastic packaging each year. Globally each year we drink 30 billion throwaway bottles of water - that’s 2.7 million tonnes of plastic.

Gary Collins Managing Director

Call 0800 777 444, text SAFE to 244 or go to our website to order your SafeBottle today    September/October 2010 | 3

Issue 85 | September/October 2010

Body corporate How Phillip Mills turned Les Mills World of Fitness into an empire

One for all

Areas the supercity mayor needs to address first and foremost

Running out of puff

Has the city of sails becalmed itself?

Thou shalt not…

Business commandments you dare not break

Working at war

Keep your friends close and your colleagues closer

News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1508

Auckland Today

Issue 85

20,162 ABC circulation as at 30/06/10

Running out of puff

managing director Gary Collins General manager Rebecca Harris administration Kylie Moore       Shontelle Alexander Kelly Clarke Rebecca McQueen Kimberley Wells Hellie Hadfield



Head office Academy House 818 Colombo Street PO Box 1879 Christchurch

admin manager

sales & advertising Robert Cochrane      sales executives Jane Watson Janet Campbell Luke Finucane Colin Morais Grant Williams Sharon Bruderer John Somerville Graeme Tall Steve Dando Murray Earl Mike Burke Nicole Saunders David Kerr newsroom Jonathon Taylor         Marie Sherry Melinda Collins Kate Pierson Bridget Gourlay


Phone:  03 961 5050 Fax:   0800 555 054 Email:

production Fleur Hall      manager Carolynne Brown        assistants Hannah Walters Samara Thomson Camilla Josephs Angela Barltrop Melanie Stanbury       designers CJ McKay Hayley Brocket Ryan Carter Ian Knott Kirsty Opie Phone:  03 961 5050 Fax:   0800 555 054 Email:

A-Mark Publishing expressly disclaim all and any liability and responsibility to any person in respect of anything and of the consequences of anything done, or omitted to be done, by any such a person in reliance, whether wholly or partially upon the whole or any part of the contents of this publication. Advertising feature articles are classified as advertising content and as such, information contained in them is subject to the Advertising Standards Authority Codes of Practice. Contents Copyright 2010 by A-Mark Publishing (NZ) Ltd. All rights reserved. No article or advertisement may be reproduced without written permission.

Even without the recession, questions are being asked if the city of sails has becalmed itself



Phillip Mills cover photography and image above by Jane Ussher

One for all

Cover story

Thou shalt not…

We ask the experts what the supercity mayor needs to address first and foremost

As CEO of Les Mills International, Phillip Mills has revolutionised group fitness and created a global industry

Behold, hellfire and damnation awaits those who break these business commandments. Thou hast been warned!





A healthy and environmentally friendly alternative to plastic

Nissan’s new Navara ST-X talks the torque while Kia’s Cerato Koup reminds you to never underestimate the power of the unexpected


Thou Shalt Not…

Business features

6 Passing the buck GST, ETS, the Fair Trading Act, price hikes and you

The 10 Commandments of building business success

32 Master Joiners Awards Total Timba Joinery

7 Communication games creating an open dialogue is your bottom line’s best friend

18 People management sometimes parting the Red Sea seems easier than creating an environment where staff work hard, well and happily

36 Export Glidepath and Wellington Drive Technologies

10 Working at war keep your friends close and colleagues closer 13 Arrested development reversing commercial competitiveness decline

19 Finance bow down before the balance sheet you heathens, lest you anger the finance gods, whose wrath spells certain doom

14 Beating the backlash avoiding the temptation of adding insult to injury when customers complain

20 Communication not quite cast in stone, these are the rules for mastering the art of concise communication

15 The secret seven what to look for when buying a business

34 NZ Property Council Awards Birkenhead Library and Civic Centre

38 Property and Construction Peter Swan, Pakuranga Park Village, Civic Contractors, Rosedale wastewater treatment plant outfall and AECOM, Hines Electrical and 48 Business development EC Attwoods, Shields Brothers, MT Containers and Maxwell Marine 54 Transport and Motoring Total Bridge Services and Multi-Trans 62 Foodtech Packtech Expo 2010 XPO Exhibitions

26 Events diary courses, seminars and events near you


28 Products 4U perfect for packing it in

9 Rebecca’s Rant you are not alone

68 Goods and Services Storepro Solutions, RH King & Sons and Neuservice

29 Lifestyles toys, tools and baubles

26 Accounting getting your systems GST ready

70 Solutions Gray Bartlett’s Career Design


And the winner is… Auckland Today congratulates Isabelle Lynch on winning a two-night getaway at Taupo’s Colonial Motor Lodge

* CONDITIONS OF ENTRY: One entry only per person and must be sent on the official entry form or as otherwise stated. Entry is free and open to all residents of New Zealand. All entrants must be over the age of 18, proof of identity and date of birth may be requested. Employees and their immediate families of Academy Publishing, the promoter and agencies associated with any promotion in this publication are ineligible to enter. Winner(s) will be notified by e-mail/phone. The judges’ decision is final, no correspondence will be entered into. No responsibility is accepted for late, lost or misdirected mail. Prizes are not transferable or redeemable for cash. Academy Publishing, the promoter and agencies associated with any promotion in this publication shall not be liable for any loss or damage whatsoever suffered (including but not limited to direct or consequential loss) or personal injury suffered or sustained, during the course of prize winning travel or in connection with any other prizes won. Academy Publishing, the promoter and agencies associated with any promotion in this publication accept no responsibility for health, luggage, insurances, travel, personal expenses and transfers other than specified. Entries remain the property of Academy Publishing, the promoter and agencies associated with any promotion in this publication and cannot be returned. Academy Publishing, the promoter and agencies associated with any promotion in this publication reserves the right to photograph and publish winners. Entries may be used for further marketing purposes by Academy Publishing, the promoter and agencies associated with any promotion in this publication but are not made available to any third party.

4 | September/October 2010

65 Initiatives LHF Ltd, New Lynn Interchange, DJC and Associates

This publication is printed on papers supplied by

All wood originates from sustainably managed forests or waste sources. All mills utilise the Chain of Custody system to verify fibre source. The end product is recyclable. All mills are ISO 14001 certified.

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Passing the buck By Kate Pierson

The phrase ‘price hike’ has a tendency to offend. So, it’s no surprise talk of the financial impact on New Zealand businesses due to the effective Emissions Trading Scheme (ETS) and impending GST hike has many hot under the collar. And, as if almost reading the minds of concerned business owners, the Commerce Commission is already reminding commercial entities about their obligations under the Fair Trading Act not to mislead customers about any potential price increases and refrain from passing the buck in light of these legislative changes. Wellington Commerce Commission enforcement manager Greg Allan explains, “Businesses are not required by law to give reasons when they raise prices. “However, when a business does try to justify a price increase to its customers, the reasons they give must be accurate and not misleading. For example, businesses will run the risk of breaching the Fair Trading Act if they explain price increases as being caused by the increase in GST, where the price exceeds the extra GST.”

Understanding the ETS Effective as of July 1, 2010 the ETS is a key part of the Government’s response to global climate change and will ensure New Zealand meets its obligations under international agreements like the Kyoto Protocol. Under the New Zealand ETS, some businesses will have a legal obligation to surrender emission units to cover direct greenhouse gas emissions they are responsible for, or any emissions associated with their products.

On measuring the relationship between commercial price increases and the ETS, Allan says, “The impact of the ETS on each electricity or petrol company will vary and consumers are not best placed to understand the technicalities of this, so must rely on the information provided by these businesses.

increases. Part of that clarity has been to ensure we differentiate between a price increase as a result of ETS and other price moves we may be making as part of normal operations,” Contact Energy managing director David Baldwin says.

“It is important that businesses are accurate and not misleading about the reason for the increase and do not overstate the cost of the ETS, or they might breach the Fair Trading Act.”

“It is important that people do not confuse general price moves as a result of normal retail operations with the ETS price increase, even if in some instances both price movements may be occurring at the same time. We reject any implication that we are using the ETS as a cover for inflating prices. We are not.”

Contact Energy has already spoken out in defence of its estimated 3.2 percent residential electricity price increase. The company said its pricing structure was calculated in relation to the ETS and its average price increase would be aligned with the Government’s estimate of ETS adding five percent to the cost of electricity. “We have been absolutely clear in our communications with customers about price

Implication rejection

While the ETS does not directly involve a high proportion of New Zealand’s small to medium businesses, which means they are not required to report on their emissions or to trade New Zealand Units (NZUs), emissions intensive and trade exposed smaller business will be faced with higher fuel and electrical prices and waste disposal costs.

However, businesses in this category may also be eligible to receive allocation of NZUs if they are carrying out activities that generate a significant amount of emissions and/or use large amounts of energy relative to revenue from output (this is equivalent to at least 800 tonnes of carbon dioxide equivalent per $1 million revenue). Businesses can refer to the consultation document on industrial allocation under the New Zealand ETS ( to determine if they are eligible.

Penalties under the fair trading act The courts can fine a company $200,000 and an individual up to $60,000 for breaches of the Fair Trading Act. For more information on the ETS scheme visit the Ministry for the Environment website

Mapping employment paths By Melinda Collins

There is, in business, arguably no bigger dilemma and gamble than who to employ. It is a virtual puzzle made up of how to hire, when to hire, and most importantly, who to hire. Only when all the puzzle pieces fit together can you expect to reap the rewards of the right person.

But in business, as in life, it is rarely that simple and managing people is a whole different ball game. Add employment contracts, action plans, schedules and registers into the mix and you have yourself in unchartered territory without a map. The Department of Labour has released a map to take the guess work out of employment relations and health and safety. Designed with the small business owner and the self employed in mind, Infozone: Business Essentials is a web resource which provides simple, straightforward downloadable templates, documents and spreadsheets to enable people to generate their own information and data for use and future reference. This includes

6 | September/October 2010

schedules, registers, employment agreements, self assessments and action plans. Department of Labour acting group manager information and promotion, Tony Waldegrave says Infozone: Business Essentials is a first stop for small business owners. “Employing people can be challenging. Infozone: Business Essentials takes business owners through correct employment procedures step by step for hiring, managing and paying people, with templates and a calculator to help,” Waldegrave says. “It explains the basics of employment relations and health and safety regulations so business owners can see how these things are done. There are also links to more detailed information.”

It assists small business owners and self employed meet minimum obligations. “There are minimum obligations that every business or self employed person must meet and this web resource provides small business owners and self employed people with the information they need to get these right.” Waldegrave says business owners are responsible, not only for the health and safety of employees, but also of everyone who comes to the workplace. Infozone: Business Essentials sets out key health and safety requirements to enable them to meet those obligations. To access Infozone: Business Essentials visit businessessentials/


ling ideas bright

By Melinda Collins

From the abacus to the zip, from asprin to the wheel, glorious stories of ingenuity and creative bravado are well documented and the fame rendered by the mind bearers of such discoveries, even more so. The initiators of such creations have revealed the breadth and extent of creativity and ingenuity. Their genuis has sent history down a new path and raised the standard of living for us all. While New Zealand’s innovation index appears to have remained virtually stagnant for the past decade, discovering the ‘next best thing since sliced bread’ is a goal many continue to seek.

This hope of discovery has culminated in the Spark Ideas Challenge, a student-led entrepreneurship organisation operating under the Auckland University umbrella.

material with self healing capabilities, the creation of an electronic music stand and a new take on eggnog made from traceable and sustainable ingredients.

For the 20 teams that walked away with a share of $23,500 cash at this year’s prizegiving, it could well mean the start of their own multimillion dollar empire.

Also featured were a software/hardware concept that enables the use of mobile phones as computers, a low cost audio platform for mixing and producing music and a new online marketplace for seeking, searching, sharing and selling biological and chemical molecules.

Winning commercial entries included ideas to improve health and wellbeing, such as a device for the diagnosis of common gastrointestinal diseases from the Healthy Memory Company, which aims to prevent memory loss in seniors, and Carbon Carriers proposed a new method for the delivery of cancer drugs to tumors. Entries in the environmental arena included a new nanomaterial for the remediation of polluted air, water and soil, a novel composite

Social ideas included a viral campaign which promotes random acts of kindness, innovative ways to address poverty such as an initiative to provide skill development opportunities for the homeless and another to mobilise young people to help break the poverty cycle. There were technologies that addressed obesity, youth suicide and the dangers of cycling, as well as online services that help not-for-profit

organisations fill the volunteer gap and making websites accessible to all, including the disabled. The judges made it clear that many ideas which did not take home any winnings still had considerable commercial potential. Competitors were encouraged to obtain judge’s feedback and rework their Ideas Challenge entry for submission in the Spark $100k Challenge, Spark’s flagship business plan competition. The overall winner, announced in late October, will win $20,000 in seed capital and six months of incubation time at The Icehouse accelerator, the university’s business incubator, Spark CEO Graeme Fielder says. “The level of involvement each year is a clear indication that Spark is successfully carrying out its mission, developing New Zealanders who strive to be innovative and entrepreneurial no matter their field of expertise,” he says.

Communication games By Kate Pierson

The rhetorical question “does your left hand know what your right hand’s doing?” is a figure of speech that’s been bandied about for years. While philosophers have pondered all its metaphorical and multifaceted meanings, in the context of this discussion, this expression is aligned with the importance of effective professional communication. This means ensuring your core constituents, those who are an extension of you and your business, have an open and honest relationship with each other that is supervised and supported by you. Fact is though, getting compartmentalised departments to work in unison is an exercise of professional co-ordination, as is ensuring these divisions continue to feed each other the time, energy and information to grow and survive.

But challenging or not, bridging the communication chasm between coexisting components of a company is an absolute must do; it is the hallmark of a business’ best friends — efficiency and productivity. Needless to say, communication is particularly important when ‘risk creators’ such as salespeople, marketers and buyers are involved — for example, those whose actions or inactions have a direct impact on the bottom line.

Synchronicity Smart business practise demands an holistic approach be employed and this is about synchronising departments that work simultaneously. Because having a collective team working in disconnected entities is like having a security net with holes in it — just pointless. You’re pouring resource, time and energy in, but losing it at an equal or even higher rate due to poor decisions being made and a prolonged failure to recognise that fact. Quite simply, a breakdown in communication can lead to a breakup between you and

your company and yes, it will hurt — emotionally and financially. The subsequent losses eventuating from business blunders may not happen overnight, but progressively the cross-purpose decisions being made, in conjunction with general misunderstandings, misinterpretations and digressions from important tasks, will inevitably take a cumulative toll — and it’s unlikely the outcome of these professional faux pas’ will have ‘positive’ written all over it. The facts speak for themselves. Around 220 organisations employing 32,000 New Zealanders took part in the JRA Best Workplaces Survey for 2009 and JRA managing director John Robertson asserts that, based on the results, communication and clarity of purpose were the clear characteristics of success for 2009. “The top 25 percent of organisations in our 2009 Best Workplaces Survey showed clear differences in the way they managed their people during the recession and significant differences in the levels of

engagement they sustained. Communication became more important than ever, as did clarity of purpose and the role everyone had in achieving organisation goals and objectives,” Roberston explains. “‘We’re all in this together’ was the rallying cry for many and 2009 became a great opportunity to demonstrate what ‘values’ really meant in practice. We’ve heard stories from organisations who experienced the benefits of an engaged workforce as people responded with performance that went way above the norm.” The bottom line? If communication was not the currency for commercial success, then organisations like the Employers and Manufacturers Association (EMA) would not have implemented personal development programmes to enhance communication skills. For information on how you or your staff members can attend courses including Communicate, Influence, Adapt using the TetraMap of Behaviour through the EMA, visit    September/October 2010 | 7


Running out of


By Kate Pierson

It is widely accepted the earth was formed more than 4.5 billion years ago. Then came a single, large land mass, or super-continent called Pangaea, which divided into two large continents, Gondwana and Laurasia. Due to the tectonic plate movements of the Earth’s surface, Gondwana drifted into the southern hemisphere and about 250 million years ago, at the end of the Permian period, the great super-continent of Gondwana began to break up into the various land masses we know today — South America, Africa, Australia, Antarctica, Asia and the sub-continent and, ahem, New Zealand.

Flash forward to today and New Zealand is a land apart. Its geographical isolation in the wake of separating from its fellow Gondwanian siblings sees Aotearoa as one of the most unique nations in the known world. But it has come to light through the voice of our governing political body, that there is a large, Auckland Shaped anchor holding New Zealand back from further progress. It seems our Australasian neighbours and a former constituent of Gondwana Land, Australia, has not only left New Zealand behind geographically, but also financially. A hot topic at present on New Zealand’s political agenda, the growing wage gap between our and Australia’s employment sectors, among other economic concerns, has the media and politicians alike scrambling for answers.

Key concerns As reported by the New Zealand Herald online during the National Party Conference last July, Prime Minister John Key was quoted as saying, “When a third of the population resides in one place, it should be an accelerant to national

growth, rather than an anchor to the rest of the country.” Without pointing the finger solely at Auckland, did the Prime Minister hit the nail on the head, so to speak? Home to 1.3 million people, Auckland is a gateway to New Zealand and, according to the Auckland City Council, the City of Sails is also the chosen location of 70 percent of all overseas migrants, which is reflected in Auckland’s multicultural communities. But while the council identifies in its 2008 Auckland city business and economy report that Auckland’s economy has grown faster than New Zealand’s throughout the past 10 years, the civic body has also acknowledged some unflattering truths about Auckland’s shortfalls that align with Key’s concerns. Despite the pre-millenium implementation of Auckland’s Regional Growth Strategy which outlined a 50 year vision for sustaining and managing growth, the council conceded that much of the city’s economic growth in the past decade was driven by an expanding population.

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8 | September/October 2010


You are not alone When I started “ranting” Jono our editor warned me “be careful, no slander, don’t be specific with names, dates and places…” I’m afraid I’m going to have to hold myself back on this rant, being PC and careful enough for Jono’s approval is getting more and more difficult…

The council also confirmed that Auckland’s relative international economic performance measured against nine cities including Sydney, Melbourne, Vancouver, Singapore, Portland and Seattle, was mediocre.

In a continuation of my previous rant (for those who missed it, on the poor level of sales service I experienced one particular day, I must continue… a number of conversations have been had and I feel obligated to tell you about a few.

“Despite Auckland’s economy growing faster than New Zealand’s over the past 10 years, it has underperformed relative to many of its international comparators,” the report said. “Consequently, Auckland’s ranking drops to second from the bottom when growth is measured according to GDP per capita.

A “prestige” car dealership lost a sale, in full view and earshot of colleagues and customers purely because the manager of the salesperson was an absolute twat! The manager did not know the full circumstances of the sale or the middle aged couple who were keen purchasers just trying to cut the best deal. The manager told the customer to stop wasting their time in a condescending, arrogant *#@* tone! Not only did the salesperson lose a sale, the manager lost his over-rider and the company lost business; not only from this one sale, but the future sales from this customer, along with friends, family and coworkers who have been told of this experience.

“The relatively slow growth in Auckland’s GDP per capita reflects its low productivity growth [and] when measured in United States dollars after being adjusted for relative price differences, Auckland’s GDP per capita was the lowest among the nine cities.” A 2007 Demographia study conducted also ranked the Auckland region 80th out of 116 countries on a GDP per capita basis against other populations exceeding one million people in North America, Europe, Australasia and Japan. Holding its own magnifying glass over Auckland’s unsightly performance, The Ministry of Economic Development addressed Auckland’s issues in 2007 in its Economic Development Indicators report, which states that Auckland’s performance levels were mixed.

It has since been noted the vehicle at the “prestige” yard is still there, for considerably less than the keen purchasers were offering. (Phew, Jono will be happy, no particulars revealed!)

Auckland’s ranking drops to second from the bottom when growth is measured according to GDP per capita.

“Auckland’s levels of patent application per capita are in the middle of the comparator cities, but relatively low by internal standards. Auckland’s share of the working age population with a tertiary education is also low. Turning to knowledge-intensive employment, Auckland City’s share of employment in high-tech services and goods manufacturing is broadly in the middle of the international comparator cities.” Take all these corroborating facts into consideration and it’s evident Auckland city, as a major economic engine room for New Zealand’s growth and productivity, is far from punching above its weight and is failing to function at full capacity.

Of the current state of the city’s productivity, Auckland Chamber of Commerce chief executive Michael Barnett comments, “I do not disagree with the Prime Minister that Auckland has been a brake on the New Zealand economy and I think this has been recognised by successive governments.” Acknowledging that the move on the region’s governance is one of the most significant any government has taken, Barnett says, “If you combine this action with the economic development potential, this can be seen as our big opportunity, or it will be seen as Auckland’s failure to heed the call to action. “Central government can only do so much in the provision of the best platform off which Auckland may operate. What is urgently required is leadership and vision at a political level and

Manukau Mayor Len Brown has called on the Auckland Transition Authority to place significant emphasis on informing and educating New Zealanders about the impending Supercity elections.

Brown says while there was a general awareness about the civic authorities amalgamation that would ensue after the elections, he believes there is little understanding beyond the superficial factors.

expectations from businesses and the whole of the community at another level. “If we as a region don’t demand a change in the culture of local government and its delivery of services, then we will get what we have always had and that’s pretty mediocre by international standards.”

Hauling up the anchor In response to discussions about the transition Auckland will undergo after its adoption of a Supercity governing body, business journalist, commentator and adjunct professor at Unitec’s department of management and marketing, Rod Oram, is facilitating a series of forum discussions entitled “Super City — Win or Lose?” These forums will provide a platform for democratic discussion regarding the pros and cons of implementing a Supercity and has attracted the participation of panelists including Waitakere City Council major, Bob Harvey, the chairman of the Royal Commission on Auckland governance, Peter Salmon, as well as Unitec academics and students.

“An education drive will help to overcome this while also serving as a reminder to people to make sure they’re on the electoral roll... We’ve got to make sure young people are involved in the process this year. “The decisions that are made today around delivering better public transport, economic development, how we create an exciting city and how we protect the environment, will affect them for years to come.” Needless to say, there has been considerable energy invested in preparation for the impending Supercity (effective by November 2010), as political parties have the amalgamation of the existing local authorities pegged as ‘the’ opportunity for Auckland to regain momentum. And so it seems that Auckland has all the makings to become a sustainable and productive economy and its governing factions certainly have the right intentions. But whether the centralisation of the co-existing council sectors in Auckland is the boost that New Zealand is looking for, remains to be seen. As a wise man once said, we will have to watch this space.

On a smaller scale there was the courier person who complained because there were too many parcels to pick up and it would make him too busy. Don’t courier persons clip the ticket on each parcel they handle? Why would anyone contemplate considering to refuse or complain about a job because it would make them too busy and — oh no — would earn more money? From Pritesh at Artistic Embroidery and Clothing in Auckland offering their embroidery services, to Debbie who wrote to tell me about the poor level of service from a telco (funny that) and everyone in between, my ranting has given your voice a vehicle to be heard. The most popular rant topic has been about the level of service at cafés from New Plymouth to Invercargill — wait staff just dumping coffee on the table and walking away without any acknowledgement, along with the length of time waiting at takeaway coffee bars. So far my ranting has taught me I’m not the only one that needs to get stuff off my chest. Many great conversations can be had with many great people about everyday frustrations. You may feel like it’s putting out a negative vibe, but in reality it teaches you something — you are not alone, similar people are facing similar frustrations. There are plenty of people to talk, vent and rant to — who knows, you may strike up a mutually beneficial relationship or two. You may even get a new customer, find a friend for life or make a sale, simply by not being afraid to speak your mind. (But remember to be careful, no slander, don’t be specific with names, dates and places, be just PC enough but not over the top… ) My next rant is on the impact of this year’s flu season, coupled with four weeks annual leave and the associated issues and costs for employers. I’d love to hear your thoughts, email me your experiences. Rebecca Harris is the General Manager of the Academy Group of Companies. All correspondence regarding this column to: Email Post ’Rebecca’s Rant’, PO Box 1879 Christchurch 8140    September/October 2010 | 9


war Working at

By Kate Pierson

Freedom of association is not an expression many naturally associate with the work environment. And while the reality of a productive office demands civility, discipline and co-operation, there’s no doubt there are many of us that can recount occasions when, behind the façade of a ‘diplomatic’ smile, we have entertained quiet thoughts of tearing our, or our colleague’s hair out, in order to soothe building frustrations. Conflict in the workplace is by no means a contemporary issue. In fact, the fragility of relationships between colleagues around the world has long been studied under the industrial psychology microscope. From these investigations, two paradigms of workplace conflict have emerged — latent (when the conflict is felt, but not expressed), and active (where the conflict is obvious and specific, verbally or non-verbally). Classifications aside, whether the conflict is public or surreptitious, the result of antagonism or direct bullying, grievances between men, women, or representatives from both sides of the great gender divide, are costing our businesses — literally.

or they may have a bee in their bonnet over a conflicting opinion. What results is employees abandoning their workplace etiquette and resorting to high school politics. Like it or not, the reality is most workplaces are comprised of leaders and followers and the commanding hierarchy or matrix management models present within organisations, means there are few chiefs and many Indians. In the April 2010 report Dealing with Conflict in New Zealand Workplaces by Andrew Harris and Charles Crothers from the Department of Social Sciences at the Auckland University of Technology, the authors acknowledge that workplaces breed conflict. “What makes the workplace such a ‘ripe breeding ground’ for conflict is that there are more sources of conflict in the workplace than in others areas of our lives.”

It’s no secret that ambition runs high in the workplace, but the classic pyramid structure of the traditional business institution means it’s unlikely everybody’s goal of climbing the organisational ranks will be realised.

In response to workplace conflict research conducted and published in the CPP Global Human Capital Report in 2008, which found that full-time employees across nine countries in America and Europe spend approximately 2.1 hours every week dealing with conflict, Harris and Crothers prepared a study via an online questionnaire. Participant involvement was facilitated with support from the Employers and Manufacturers Association.

So when an opportunity to move up in the professional world is at stake, existing recruits can feel territorial with the arrival of fresh faces,

Survey results revealed that, “Fifty percent of respondents reported 0-50 minutes of destructive conflict each week and 30 percent

Catalysts for conflict


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reported 50-150 minutes. Of the time engaged in latent versus actual conflict, Harris and Crothers found that similar amounts of time are spent on latent conflict as are spent on actual conflict. “Forty-four percent of respondents reported 0-50 minutes of latent conflict each week compared with 50 percent reporting 0-50 minutes of actual conflict. Forty-four percent also reported 50-150 minutes of latent conflict each week compared with 30 percent reporting 50-150 minutes of actual conflict.”

Burying the hatchet As well as productivity loss, the financial costs imposed on a company and the emotional cost to employees, spell out all the reasons why workplace conflict needs to be addressed and resolved. Because while extroverted and introverted employee types ensure diversification within an office, when unique identities are not complementary to each other, the personality clash between these individuals can rock the democratic foundations on which the workplace has been built.

reflect and ask themselves if they are preventing someone else’s values being achieved.

  The other person is not always the problem

Understanding how the subconscious works is often a part of understanding conflict. Sometimes conflict arises as a result of the way we talk to ourselves about how others perceive us, which may provoke unsubstantiated concern and worry. Rewiring the brain on how we talk to ourselves is helpful for overcoming this.

  Picking the right person

A recipe for conflict can be brewed right in the preliminary stages of an employee’s recruitment when competency based interviews are conducted and employers neglect to assess the attitudes of a potential candidate and whether these will be complementary to existing staff members. McGregor says it is important for employers to remember how one person in a team with behavioural manifestations, or personality disorders that affect one percent of the New Zealand population, can have a significant affect on those around them.

Personnel Psychology NZ Limited director and registered industrial psychologist, Keith McGregor says nine times out of ten the underlying driver behind dysfunctional or aggressive employee behaviour is fear.

In his, “I can’t work with that idiot!” presentation made during an HRINZ conference, McGregor elaborates on point three ‘the other person is not always the problem’, explaining how the subconscious can be reprogrammed.

“Managers that are difficult to work with often have a fear of failure and making mistakes. They are perceived as micro-managers, when in fact it is that need to feel in control that is a part of their personality, but is interpreted by the employee as a lack of trust,” he explains.

“The only reason we behave the way we do is because of neural pathways in our brain. These are formed over our lifetime and we come to see them as who we are. But the brain is ‘plastic’, it is constantly changing… so, if I start to repeat ‘I love working with Fred’, my brain begins to weaken the existing nerve connections and form new pathways.

In order to bury the hatchet when it comes to conflict, or avoid employing personalities that are likely to challenge each other negatively, McGregor offers four key ideas:

How to bury the hatchet   Practise listening skills

People very seldom engage with good, reflective listening skills and some employees have a tendency to talk across each other. Conflict can arise from a breakdown in communication, or when employees feel they are not being heard or are misunderstood. Good listening skills are a must for all employees.

“As a result I develop different feelings towards Fred, he ceases to be seen as a ‘threat’, my stress levels start to drop and I gain access to the full power of my subconscious mind. Ideas begin flowing and before I know it, working with Fred becomes a breeze.” There’s no debate that debate in the office breeds professional dysfunction and is not conducive to a productive workforce — a critical catalyst for company growth and success.

  Remember, people don’t complain about things they don’t care about

Fact is, an unresolved grievance is selfsustaining and self-defeating and can result in ongoing absenteeism, a high staff turnover and financially draining training costs when disgruntled employees resign.

When employees voice concern or frustration, McGregor says often they are revealing the values and morals that are important to them. Recipients of voiced concerns need to stop and

For advice on resolving conflict in your office contact an industrial psychologist or the Employers and Manufacturers Association through



mining    marketing By Kate Pierson

When the subject of mining is introduced, the illustrious sheen of gold flickers in our subconscious. And if you’re looking to mine your company database, the same connotative associations should should spring to mind. Because what you have inhabiting your systematic residence is worth its weight in gold to your business. International business speaker and best selling author Debbie Mayo-Smith says her success is testament to the effectiveness of database mining and marketing. So what is database mining and what does it involve? “If you look for database mining in a search, Google will tell you it’s ‘data processing using sophisticated data search capabilities and statistical algorithms to discover patterns and

correlations in large pre-existing databases’,” Mayo-Smith says. “But as I’m more of a small business girl rather than an enterprise, I’d rather say for businesses, your database can be a veritable goldmine for you.” From a café to a clothing store, a dentist or a funeral home, Mayo-Smith says database mining is applicable to any business that involves customers and business to business relationships. “A database can be used to help you form critical business decisions. If you’re thinking of adding a new service or product, you can send a simple email to your database asking what customers think... in other words your own private focus group. “You can use database mining to bring customers back to you and to continue a ‘conversation’ with them until they are ready to commit or repeat a purchase. You can also use database information for hiring — it is useful in so many ways really.” Mayo-Smith says dedicating money and time to media advertising, cold calling or business

Communication Keep talking to your customers. Form a ‘what’s in it for them’ (WIIFT) plan.

Automation Use your everyday technology tools to work with the information you have collected and then to disseminate the information you create for clients. Use multi-mode touch communication such as emails, print, sms or mms. This is simple, clever thinking and free.

Debbie Mayo-Smith     credits her success as an international business speaker and   best selling author to the effectiveness of    database mining and marketing

Tips for ascertaining and using customer information wisely:

development can be superfluous to requirement when businesses can utilise what she classifies as their ‘FREASY’ (free and easy) business tools. “It’s so easy. It doesn’t matter where the data is put to sleep at night — in other words, where it’s stored. The important thing is to look at a formula which I have been following for years.”

This formula is part of her database mining FREASY processes:

 Target — don’t bombard everyone with everything, relevance is the key  Never let anyone go (unless they ask). Have forms and sign-ups on all sources of customer contact  Use the internet effectively — to have an online presence and give useful information  Communicate regularly because persistence pays — heaps!  Use your software — and use it well to get the most time and savings from it.


+ + automation =



Information Collect all possible relevant information about your customers and prospects, then enter this into your database.

Debbie Mayo-Smith’s new book Make Your Database Your Goldmine is about understanding the value of your customer information. To find out more log on to her website

8 ways to bu i l d t r u st a n d c r e d i b i l i ty Before your website visitors are persuaded to do business with you, they need to feel like they can trust you and believe what you’re saying is true. It is much easier to achieve this in a store or at your business, where your potential customer can see your premises, meet your staff and shake his/her hand. But when you are dealing with a website, you have to look for other ways to build the same level of trust and credibility.




User-friendly layout: It might be tempting to be quirky with your website design but if your website is too difficult to navigate around, you’ll confuse your visitors. Everything should be where your visitor expects it to be. A good website designer should be able to make your site unique with great design aspects, not with quirky layout. Professional website design: First impressions are very important when it comes to online environment – a poor quality website will destroy trust immediately Therefore, it’s very important to choose a good company that has experience in creating great, professional and unique designs that reflect your personality.

A detailed ‘About Us’ page: This one’s an important factor. Websites can be very impersonal so the more you can show that there are real people behind the website, the better. Use photos of your staff and include bios where possible so your visitors can ‘get to know them’ online.

Case studies are in-depth studies on positive experiences your customers have had with your business. They are a powerful way to build trust and credibility.


Awards: If you have won any awards or have certifications for your business, make sure you display them on your website. It shows that you have been recognised in your industry.


Guarantees are one of the easiest and strongest ways to build trust and credibility. Nothing comforts your visitor more than knowing that there is a good guarantee with your products or services because it shows that you have 100% belief in your products.



Privacy policy: These days, SPAM has become a big concern for people, along with a number of other privacy related issues. So it’s pretty much

By David Kelly – For more information visit

Discover the Secrets of



mandatory to have a clear privacy statement on your website.


Here are 8 of the most effective ways to build the trust and credibility of your website:

Testimonials are also great when it comes to building trust. Ask your loyal customers to give a testimonial about your company and make sure that you include as much detail into this as possible. Vague testimonials can be mistaken for being fake – and whatever you do – DO NOT fake a testimonial. You will instantly lose credibility.

Website Persuasion . . . . . .

The 2 key metrics that determine whether a website succeeds or fails The fundamental components behind every successful website The importance of effective website measurement How to consistently improve your website results A step-by-step guide to creating a website that persuades your visitors to take action And … what to work on first!

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One for all By Bridget Gourlay

Like it or not, Auckland’s councils are merging and the ‘supercity’ is being formed. In October, we’ll know who will be mayor of the new area stretching from Rodney to Franklin. The point of the supercity is to unite the region under one jurisdiction — making resource consent and planning easier and to create a vision for the whole area. The powers the new mayor will have will be enormous and unprecedented — the job will be more similar to a mini-prime minister than a city mayor. After all, this area will include a good third of New Zealand’s population. With bureaucracy and in-fighting coming to define Auckland local body politics of recent decades, what can the new mayor do to ensure Auckland — the economic powerhouse of the country — becomes a vibrant place for businesses to grow?

Events Auckland Chamber of Commerce CEO Michael Barnett says the mayoral candidates need to “stop thinking of Auckland as a single city and start acknowledging Auckland as a diverse regional economy whose future success and prosperity vitally depends on building strong partnerships with central government”. He wants the new mayor to work with central government to develop a major events strategy for New Zealand, which includes a role for Auckland. His stance is echoed by Alex Swney, CEO of Heart of the City, a group which lobbies for a more prosperous CBD. “We need to look across the ditch at Melbourne, Victoria. They’re the only state not digging itself up to sell to China. They are thriving with events-based tourism. It’s all man-made. Last year, a week after the Melbourne Cup, they got the golf with Tiger Woods there.” He says Melbourne has recently spent $363 million upgrading its tennis centre on the back of securing a 25-year contract to continue hosting the Australian Open — something Swney says is a “real investment” and the type Auckland needs to start making. Swney, who is running as an independent for a councillor berth on the Waitemata and Gulf ward, thinks Auckland is a city with huge potential but the population is exhausted with, and suspicious of, local body government. “The new mayor will need to get us excited about being Aucklanders again. We’re bumbling along, wharf at a time, sprawling across the horizon.” He says the mayor will need to develop a bold, long-term vision for the city and stick with it.

Tourism Tourism is a major goldmine for the country, earning nine percent of GDP and supporting one in 10 jobs. The Ministry of Tourism predicts international visitor numbers will likely grow by 27 percent during the next seven years to reach 3.1 million visits, an annual increase of 669,000. Graeme Osborne, CEO of Tourism Auckland, has a wish-list for the new mayor. With the right investment, tourism could deliver 40 percent of the region’s economic growth in the next ten years, he says. “If Auckland wants to be a genuine global city then we need to have a focus on our infrastructure that supports the visitor sector — happily, this includes a lot of areas that benefit the ratepayer, for example, improved regional connections, like an improved airport-to-CBD public transport connection.” Osborne says the first experience tourists have of Auckland should not be a long, slow bus ride. A global quality cruise facility needs to be built on Queen’s wharf to enable passengers (typically wealthy tourists) easy entry to the CBD, so they can spend their time and money exploring the city. He also wants a global scale national convention centre built, so Auckland could compete for big medical conferences or APEC (Asia-Pacific Economic Co-operation). In the long-term, Osborne says the new mayor will need to position Auckland as a superior lifestyle destination for residents, visitors and investors.

12 | September/October 2010

Transport It doesn’t take a rocket scientist to figure out that business does better when goods and people can get from A to B quickly and easily. It’s a concept not lost on Campaign for Better Transport spokesperson Jeremy Harris, who says good transport systems are good for the economy. Councils in the Auckland area currently spend about 54 percent of budgets on transport — that’s 16 percent of the district’s wealth. In contrast, Copenhagen spends four percent. Harris says while that’s good for oil companies and car retailers, it isn’t good for the city, as that money could go into savings, investments, or on big projects. The current government is road-focused, so the supercity shouldn’t expect to get money from it except to build more motorways, he says. If Harris was mayor he says he would fasttrack the region’s cycleway that is due to be completed by 2040. Cycleways are cheap to create and maintain — he thinks the whole thing could be implemented for the price of one big motorway project — and would mean people would have a fast and easy way to get around without clogging up roads in their cars.

Harris would also design a better, more integrated, bus rail and sea network. Alasdair Thompson, the CEO of the Northern Employers’ and Manufacturers’ Association, says a long term vision that expands beyond Auckland will also be crucial in terms of transport. Auckland is in the middle of an “economic diamond” with Whangarei to the north and Hamilton and Tauranga to the south. Thompson says there are infrastructure issues with transport links between the areas, both by road and by sea, and if the routes are strengthened all of these areas will benefit commercially.

Voting Day Each Aucklander on the electoral roll can vote for a mayor, ward councillors from their ward area, local board members and district health board members. Every eligible voter should have received a confirmation card in the post in July. Election day is October 9 and preliminary results will be available that night.




By Kate Pierson

In life we are taught that winning is not everything and that in the face of competition, mustering up a ‘do my best’ attitude and playing with this spirit, irrespective of the outcome, is what really counts. Whether its emulous characteristics befriend your own aspirational nature, or have you seeking security in the sanctuary of the sideline, the concept of competition is ingrained in human existence. Cemented in tradition, competitiveness has been crystallised in local, national and international events and practices. And while the nature of competition has meant that it has always been an attention seeker, it is a hot topic in New Zealand at present for all the wrong reasons as everyone is asking, ‘Have New Zealanders lost their edge?’ The IMD Swiss Business School’s annual World Competitiveness Yearbook certainly seems to think so. A leading trio of Singapore, Hong Kong and the United States have secured spots at one, two and three in this survey of businesspeople and policymakers in 58 developed or emerging economies. As a widely watched indicator for the quality of a country’s governance and investment environment, the survey measured countries against 327 different criteria. In New Zealand, the survey was conducted for IMD by the NZ Institute of Management.

in Asia, in addition to the implementation of highly efficient policies. Switzerland, at four, has been characterised by strong economic fundamentals such as low deficit, debt, inflation and unemployment. New Zealand on the other hand has dropped to 20th place as the Middle Eastern Emirate of Qatar has replaced us at number 15 and our Australasian counterpart has left us far behind after being introduced to spot number five. The big island from ‘Down Under’ was deemed the most competitive venue of commercial activity by the survey. Despite these startling figures, recipients of the competitiveness survey have also been advised that results were impacted by unusual volatility caused by:  Economic growth  Exchange rates  Financial assets  Trade and investment flows  Employment figures. BusinessNZ chief executive Phill O’Reilly agrees a part of New Zealand’s decline on the competition scale comes down to the volatility of the world economy. “These results also relate to high government debt and people out of work, which impacts productivity, weak capital markets and export performance,” he explains.

Holding on to top spot

Rationalisations aside however, what do we do to regain our dwindling economic dynamism? “It comes down to the ease attached to starting a business, ease of developing that business and of course the government infrastructure spend,” O’Reilly says.

The overall survey results indicated that despite its cataclysmic losses throughout the past two years, the US has stayed on top due to the sheer size of its economy, strong business leadership and unrivalled supremacy in technological innovation. Given the Singaporean economy grew by more than 13 percent in the first quarter of 2010, it’s no real surprise it takes top spot.

“Efficient government spending means not driving money into wasteful welfare schemes — not to say that all welfare scheme are wasteful, but New Zealand needs to be investing in productivity enhancing assets such as ports and motorways. That means it really comes down to how the government operates and the nexus and linkage between that and how our businesses operate.”

It seems Taiwan at number eight and Malaysia at 10, are also benefiting from strong demand

O’Reilly believes we have issues around our productivity capacity in New Zealand, as we have a low capital intensity compared to others.

Phil O’Reilly’s advice for staying competitive in our business landscape:  Try to get as capital intensive as possible whilst ensuring this is consistent with the nature of your business, ie the acquisition of modern machinery

He also maintains that we we need to look to countries like Singapore who are extraordinarily pro-growth and that look and feel like us and we need to read into, and understand them so we can learn from them. “We face a dual problem where we are the most isolated developed economy in the world,” O’Reilly says.

 Upskill staff and management — ensure your business has better skills than your competitors

“In Switzerland, businesses can drive for an hour to export and Singapore and Hong Kong are so close to big export markets they are almost back to their growth trend again. In New Zealand, our businesses need to starting thinking international not domestic.”

 Think of exporting from day one — think of your business as an exporter and what it would take to be one.

For more information on the IMD and its annual surveys, visit Key word search using ‘IMD World Competitiveness Yearbook’

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Beating the

backlash By Melinda Collins

It starts with a fleeting visit and can end with just as much haste — and be a complete disaster. In the world of customer loyalty, the reputation you have worked so hard to uphold can be tarnished almost as quickly as you can say, “the money back guarantee doesn’t apply in this case”. And adding potential insult to injury is Facebook, Twitter and other social websites (vehicles of freely accessible positive promotion), which can work against you just as freely and easily. The lesson to learn is — viewing the communication accessibility of the internet through a rose coloured perspective won’t do you any favours in the customer complaints realm. While laws like the Defamation Act 1996 work to protect businesses from having reputations tarnished by disgruntled customers, the free and uninhibited world of cyberspace has dressed personal opinions in a veil of anonymity and called it freedom of speech. The ease at which the internet allows dissatisfied customers to yell from their online soapbox means it’s easy to hold a corporate grudge, and with a few keystrokes, inflict a good amount of damage. But does it matter? There are, after all, millions more consumer fish in the corporate sea. Well it does, and the longer the customer’s association with your business, the more it matters. Research shows that the stronger the relationship, the stronger the grudge when the relationship sours. Researchers Yany Gregoire, Thomas Tripp and Renaud Legoux delved into the phenomena of relationship strength on customer revenge and avoidance in the Journal of Marketing last year. The results make for interesting reading. They discovered a company’s best customers have the longest unfavourable reactions, their wish for revenge dissipates more slowly and

Don’t ...

Do ... Listen and don’t interrupt Take notes (but explain to the customer if in a face to face situation why you are doing this) Confirm your understanding of the situation back to the customer and ask if there is anything you might have missed or not got right Tell the customer what you can do — preferably at least two options. Be focused on dealing with the problem Be gracious, polite and apologise. their avoidance increases more rapidly than that of customers with weak relationships. On the bright side, they discovered that customers with stronger relationships are more amenable to even a modest level of recovery attempt and not necessarily a more expensive attempt. Customers of low relationship quality in the study, on the other hand, required expensive, high recovery attempts. With 25 years of successful managerial experience, Deborah Law-Carruthers has developed and presented a variety of customer service workshops. The customer service afficionado was involved with the advisory panel for the design of the retail unit standards for NZQA and a judge for the NZ Retail Association Top Shop awards. She now facilitates and presents Managing Customer Complaints, an EMA course designed to assist businesses in dealing with the unfortunate reality of disgruntled customers. When it comes to the commercial battlefield, Law-Carruthers says it’s important not to go in all guns blazing. You may save the present sale, but lose the life value of the customer.

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“Businesses forget the long term effect and deal too much in the now. There are also businesses that do not use these experiences as opportunities to see how they could improve or review a policy that is not ‘customer friendly’.” Customer complaints must be appropriately dealt with, or the results can be disastrous. “Customers seem to get frustrated by the lack of information or training that some customer service staff have. “I also believe that organisations who are making the customer ‘do all the work,’ for example, make the customer ring back because the manager is not available, need to fix that behaviour in their business. All they are doing is adding to the frustration the customer is already experiencing.” This makes it important to ensure all front line staff are able to efficiently and accurately deal with these situations. “Customers perceive the complaints process to be a difficult one, so anytime we can have informed staff dealing with a complaint who have the authority to offer solutions and send the customer away happy, is a great outcome,” she says.

Make customers repeat their issue more than once Tell the customer what you can’t do Make the customer feel like it’s their fault (which it might be, but don’t remind them) Don’t forget to apologise.

“While we need to have our standard policies and procedures, such as proof of purchase, one of the best things we can do for a customer is to try and give them a couple of solutions to their problem. Complaints can escalate if you tell them only one thing can be done, take it or leave it. If you tell them you can do ‘A’ or ‘B’ and what would they like, then the customer will feel like they have a choice in the decision making process.” Customer complaints, she says, can be an important business tool, if used correctly. “The importance of correctly dealing with customer complaints is to keep the customer on your side. It can also be used as a business improvement tool if we look at complaints as an opportunity to do something better, or train our staff in areas they may be lacking,” she says. “Dealing with complaints efficiently and with a ‘customer focused’ approach can also reduce workplace stress and increase job satisfaction as it creates a better work environment.” For more information on the EMA’s Managing Customer Complaints course visit


The secret seven By Kate Pierson

So you want to buy a business and, naturally, you want to get a bargain. You feel it’s time to become an exclusive member of the company owners club and exercise your organisational prowess.

When searching for your commercial soulmate, it’s about finding a business that reflects you, because buying a business in unfamiliar territory can cause professional disorientation. It’s a bit like adopting responsibility in the form of a furry little friend; you need to treat your business like a living, breathing organism that requires your full attention and sustenance to survive. Nutrition in the form of a healthy cashflow, loyal customers and productivity enhancing assets and structures.

And while experimenting with the idea of buying a business is one thing, actually doing it and successfully so, is quite the journey. It’s all about planning a professional process, nzbizbuysell director Richard O’Brien says. “Decide what you want, what your objectives are and know your strengths and weaknesses. Look around, do the homework and determine what’s needed to make this sector work, then take the plunge — there are many opportunities out there for buying well and gaining an excellent return on your investment, with a lifestyle to suit.” Connecting business buyers and sellers through his interactive online organisation at, O’Brien has offered his expertise on how to buy a business bargain.

“Owning a business can be very rewarding. Apart from the potential to amass wealth, you get to decide when and how long you work, who you work with and the manner in which you produce the product or service,” he says. “But make sure it’s something that you really want to do, something you are passionate about, have a vision for and have the skills to add value to. “In buying any business, always do your homework and consult with professionals.”

In buying an existing business you are getting:  An existing customer base — These are the people or businesses that already do business with you. This means cashflow from day one   Accepted products and/or services — They have already been developed and accepted into the marketplace   Existing employees — Experienced and skilled staff who understand the nature of the business and its target demographic   Operating Systems — These are key in any business. Knowing and understanding how the business operates, what keeps customers coming and the cash flowing is critical to productivity. The pre-existing business formula developed by the previous owners may be ideal or require a major overhaul   History — The previous owner has operated this business and will be able to show you its financial records, cash flow, sales and expenses. Being privy to this information from day dot lessens the risk to you and your bankers as the fundamental facts and figures illustrate the company’s performance and provide you with a platform to build on.

For more information on buying a business bargain and business for sale opportunities visit

The quality of your choices and your pursuit of valid information will play a large part in determining your success — so here are seven keys for buying a business:


The business is in an industry you have or can gain experience in. This is about ensuring you buy a business you have a vision for and can add value to while living and supporting the lifestyle you want. What can you bring to this business to make it great — improved systems, tapping into new markets and injection of cash to improve outputs? Be clear on what will build this into a great business. Check with industry experts to make sure your thinking is right.


Whether there is a sound market now and tomorrow for the product or services this business provides, have an informed understanding of how competitive and sustainable this market is. It’s important to do your homework here — a key aspect to any business is its future. The brighter the future the better, as this will help with growth, cashflow and the potential sale of your business. If it’s an overly competitive market how will you stand out and not get pulled into competing on price?


Know who the key customers are, what they represent sales wise, how they feel about this business and if they are friends or related to the current owner. A healthy mix of customers is best. Find out whether there are contracts in place with key existing clients and how loyal customers are likely to be when the business changes hands.


Why the business is for sale, how profitable it is and has been over the last three years; what are the trends? If profitability has taken a hit, it’s on a downward slope and the owner is desperate to sell, this could be your opportunity to negotiate a great deal. Have your accountant check out your logic and help recast the accounts to confirm the business still has potential.


Be sure leases, contracts, employment matters and/or intellectual property is legally sound — seek the assistance of a legal mind to assess this. Also, find out what the relationships, terms and contractual arrangements are with suppliers. Tighter sales timeframes usually open opportunities for better deals on leases, buying commercial property, equipment, and supplies — leaving you, the owner, with more and better choices. Evaluate your options here as there may be opportunities to achieve savings.


Is all the plant and equipment required in good order and listed? Has the stock been accounted for and valued appropriately? Make sure that any goodwill is appropriate to the strength and earnings of the business. Perhaps the entire plant is not required by you, or some stock is out of date and unlikely to sell — get it down to only the things you need to run the business. Goodwill is often subjective and it’s in your interest to negotiate this.


Determine what legal structure you will utilise to operate the business, how you will fund and service the money borrowed for the business and how you will contribute to its success. Will you set up a trust to own the business, is the vendor willing to remain invested in the operation, or allow for staged payments or concessions to help get you going? Your account or lawyer will help you get this right.    September/October 2010 | 15

body corporate

News Profile | Phillip Mills

By Melinda Collins

The thus far futile search for immortality, or at least the extension of life, is nothing new. Although there is no elixir, a healthy diet and exercise is the closest formula we have to a fountain of youth. The huntergatherer lifestyle of our forebears demanded peak physical performance and, while the pursuit is no longer subsistence-driven, fitness has lost none of its appeal. Although the individual motives may vary, the fitness industry has forged an almost cult-like following and, while the fads have come and gone, the goal remains the same; to hold the ghosts of entropy at bay. Even if the ravages of time always win, Les Mills International CEO Phillip Mills is enjoying the battle. The Les Mills philosophy is simple; as long as people prefer to live than to die and to be healthy rather than sick, fitness has a place. If the five million people in more than 80 countries around the world who pump, pedal and stretch their way to Les Mills programmes every week are anything to go by, ‘alive and healthy’ certainly has the popular vote. But the real story is how the Mills family parlayed a single downtown Auckland gym into a multi-million dollar business exporting ‘exertainment’ fitness programmes. It is a tale of physical prowess, family tradition and entrepreneurial carpe diem. In 1968 a man and his wife opened a small gym in Auckland. That man was international level sportman Les Mills, the woman, his equally athletic wife Colleen. The pair represented New Zealand at Olympic Games and Commonwealth Games throughout two decades. Both had successful businesses under their corporate belt. They had a family, they bought a gym. The Les Mills gym in Victoria Street, Auckland opened in 1968, followed by others in Christchurch, Wellington and Dunedin. Both the Mills’ children, Phillip and Donna, inherited their parents’ penchant for physical pursuits, representing New Zealand at Commonwealth or Olympic level. Phillip’s talents were such that he was awarded a scholarship to the renowned University of California in Los Angeles. It was the late 1970s and the fitness craze in the US was beginning to boom. Phillip brought back the new idea of group exercise to music programmes firing up in

We’re a licencing business, licencing our intellectual property around the world — we’re exporting an invisible product of Kiwi expertise. Phillip Mills, CEO Les Mills International 16 | September/October 2010

California and Australia — and jazzercised the nation. Four decades later fitness fans in more than 80 countries follow programmes created by Les Mills International. And Phillip Mills is now heading the company his parents started. Now, that’s what you call a legacy.

Fitness phenomenon Inspired by what he witnessed in the USA, Phillip Mills developed his own group exercise system that would later grow to include eight group fitness programmes currently distributed by Les Mills International. The standardised programming and revolutionary system for training instructors are now distributed to 14,000 fitness clubs in 80 countries, with an estimated five million participants a week. Les Mills’ products — choreographed fitness moves with accompanying music — are a global fitness phenomenon. While it has maintained its 10 gym establishments in New Zealand, its group fitness classes are the real engine of growth and driver of revenue. A global network of 70,000 trained and certified Les Mills instructors receive standardised choregraphy and further training every three months by the 1000 master trainers around the world. “Essentially we’re a licencing business, licencing our intellectual property around the world — we’re exporting an invisible product of Kiwi expertise,” Mills says. The aerobics revolution turned gyms into a social and fitness phenomenon. “It was a transformational period in the business for us… and an interesting cultural period for New Zealand too. We had people lining up outside 50 metres down the street to get into our classes.” And it’s just getting bigger and better. “We’ve developed the critical mass and grunt of a great network of clubs around the world, now we’re ready to roll out heaps more innovation to change the game and shift up a gear. This is set to be our biggest innovation year ever.” Les Mills is set to launch its ninth programme later in September, the first of five being rolled out over 18 months. Sh’Bam — which is currently being piloted in 70 gyms around the world — is expected to be huge. “It’s a wild, fun class, but simple enough for anyone to do. The pilot results suggest this will be one of the most popular classes we’ve ever run.” Following the company’s $16 million Christchurch development last year, Les Mills is already set to open its eleventh gym in April 2011 at the Britomart Precinct. “We get to work with gyms around the world and bring what we see back to New Zealand. “We’re expecting the new Les Mills gym to be the hippest, most modern gym in the world.” Despite the business acumen and entrepreneurial nous he undoubtedly possesses, he recognises that it was, in part, a case of right product, right time. “If you look at the home exercise movies of the 1980s, two steps to the left, two steps to the right — when we hit the world with classes like Bodypump, that’s what the world wanted. “The feminine style aerobics of the time had nothing of the appeal of what we had. People wanted athletic results driven classes.”

News Profile | Phillip Mills

If I was going to be working out by myself, I could find a million reasons to not work out that day. With a personal trainer, it’s a scheduled time and day. Phillip Mills, CEO Les Mills International

An industry in overdrive Just as there are no shortcuts to health and fitness, there are no shortcuts to forging a successful business empire. It is much like the evolution of the fitness industry which is constantly growing and evolving to meet the ever-changing needs of a global marketplace. The gym concept of yesterday has been flipped on its head, Mills says. “Traditionally, gyms were pretty boring. When I started working in the gym all we had were freeweights, barbells, dumbells and those little old exercise bikes with a speedometer. As a gym instructor, a big part of my job was to take magazines around to people so they wouldn’t be bored to death.” With the 1980s came computerised bikes and in the 1990s, cardio-theatre. “There would be lines of televisions in front of your bikes and you could plug your headphones in.” Next came RPM classes, Les Mills’ take on spinning classes. “All of a sudden you moved to music motivating you, a teacher motivating you, people motivating you, a social atmosphere, a cool, interesting studio design with wild lighting. “The transition from the old exercise bike with a two inch pedometer on it to this whole new activity which instead of hating — people loved. They started coming along for fun, and interestingly, they will burn two or three times more calories than they did on the old bike.”

Les Mills can also lay claim to employing New Zealand’s first personal trainer. “Twenty years ago, personal trainers didn’t exist. We introduced the first personal trainer in New Zealand to our Auckland gym in 1990 and today we have 80 full time personal trainers in that same Auckland gym.” It’s given rise to the latest trend — small group personal training. “You have a personal trainer, but you’re working out with half a dozen other people to push each other along.” He’s often asked why a personal trainer is more effective and is amused by the question. “It’s an appointment in my diary,” he laughs. “If I was going to be working out by myself, I could find a million reasons to not work out that day. With a personal trainer, it’s a scheduled time and day.”

Father of fitness Phillip Mills is one of the pioneers of the international fitness industry and a driving force behind the popularisation of the modern group exercise experience. He was Ernst and Young Entrepreneur of the Year for 2004 and co-wrote Fighting Globesity with wife, Dr Jackie Mills.

He’s a staunch advocate for ‘green business’ and all it entails. “I’m very concerned about the ecological changes in the world now — we’re running out of natural resources; oil, farmable land, water, fish in the oceans, mineral resources. We have to learn to use resources much more efficiently and use more renewable resources.” Mills is working with a group of senior business leaders lobbying the government to develop green business policies in New Zealand. “This is important to the future of our economy and to the future of quality of life in New Zealand.” Operating under the Cleantech banner, the premise is simple. The world economy grew in the 20th century on the back of a carbon economy, fuelled by cheap fuel. The megatrend of the 21st century will be a low carbon economy, he says.

But there’s much more to this father of fitness than meets the eye, as his definition of success reflects.

The transformation the group is lobbying for, is the move from oil-fired growth into clean technology, and they predict it will be the largest economic transformation the world has seen since the industrial revolution. “This is the coming economic boom in the world and the countries who get onto this boom early will be very successful — the leading economies of the future.”

“My definition of success is making the world a better place.”

But his biggest battle to date, as one would expect, is the obesity pandemic. He says there

is a moral imperative for people to look after their own health. The cost of healthcare is rising so fast the country can’t afford a continuation of the “ambulance at the bottom of the cliff” philosophy. “Countries are spending more and more money on their health systems, yet people are getting sicker and sicker. This is said to be the first generation that’s going to die younger than its parents.” It’s a tough war to wage, he says, but suggests incentivising people to eat better, taxing “junk” foods, legislating physical education in schools and adopting a cycle-friendly society. “Otherwise the cost to the health system is going to increasingly strain our economic system and we’ll be inefficiently and unnecessarily spending money that we need to be spending on other things.” It’s what has driven his ambition. “The very first thing we did right was to have a strong belief in what we were doing, a strong sense of purpose which is essential in any successful enterprise — it’s never been about the money for us. “It’s about improving people’s health, improving people’s physical results, their self esteem.” The final word on immortality may lie in the hands of science, but Phillip Mills life’s work has surely added a multitude of years to those of individuals the world over, and this is as close to a fountain of youth as we’ve come.    September/October 2010 | 17

News | Business Commandments

people management     Thou shalt have a flexible     HR or people plan

By Bridget Gourlay

Be it restructuring a company, hiring to open a new branch or wrestling with the tricky issues of redundancies, dealing with humans can be a nightmare that makes you yearn for the simpleness of an entry level job where watering the cubicle’s pot plant once a week was your greatest management responsibility. Sometimes parting the Red Sea seems easier than creating an environment where staff work hard and well, yet happily. Elephant Training and HR Limited general manager, Angela Atkins uses her 14 years’ experience to ordain these ten commandments of human resources for both management and HR staff themselves, so everyone can stress less about the wonderful, but slightly daunting world of dealing with people.

Atkins says every business should know what the three to five key people issues will be for the next year, and have some strategies in place on how they are going to deal with those. This might be retention of key people, recruiting for growth, developing key skills or upskilling managers. “But your plan should be flexible because people issues often change! To help the business achieve strategic goals through people, you should realise people issues can change quite quickly. Don’t be so set in a plan that it can’t be re-arranged,” Atkins says. We plan, God laughs. From the 2IC starting up on his own, to the team leader being head-hunted, to the accountant getting pregnant and going on maternity leave, Atkins stresses the importance of flexibility.

  Thou shalt ask thy executive     team challenging questions   about their people “Often you’ve got a management team from specific areas — an IT person or the financial controller. If no one’s actually asking questions about the people side then you’re in trouble. That’s where HR adds value and challenges thinking,” Atkins says. “All the senior management team should be thinking about how plans for the company will impact on the people.”

       Thou shalt not use jargon “You don’t need to use big words to make HR sound more credible,” Atkins advises. People understand simple language and waffling on about “talent pipeline” and “bench-strength” is confusing and isolating. Speak English.

Thou shalt hire an HR team     that makes the HR process     effective and simple No one wants a convoluted system to stress out about. A good HR team will have quick and easy processes for hiring new employees, induction, developing skills, setting goals, reviewing performance, dealing with performance issues or misconduct and termination when employees leave.

  Thou shalt hire an HR team who    make managers lives easier by     simplifying processes, not   complicating them

That’s what they’re paid for.

18 | September/October 2010

Thou shalt not sit in thy office     all day Both the HR team and management team should be approachable for employees to come and discuss issues with, Atkins says. “Get out into the business — go to morning tea, the after work drinks. Be a friendly face.” The entire point of being in HR or management is that you are supposed to be a people person. Creating an open and pleasant atmosphere is part of your job.

Thou shalt keep thy     HR knowledge up to date Like any other industry, human resource management is constantly developing and being off the eight ball can be a disaster. Atkins advises attending meetings and reading the research the Human Resources Institute of New Zealand (HRINZ) offers. “It’s so important to keep up with legislation changes, knowing what’s going on the industry you are in and with HR practises in general.”

Thou shalt hire HR staff     with business acumen Hire HR people with business acumen so they know where you’re coming from. A good HR person shouldn’t just know about HR — they must also understand business so they can help the business grow in all facets.

Thou shalt drive the culture     in conjunction with the HR team “It’s the culture of the company that people relate to, that’s what makes a difference and that’s why people want to stay,” Atkins says. Everyone knows that employees who enjoy their jobs work harder and stay with the company longer, building knowledge and experience bases. Hiring new staff all the time requires extra training and all the expense and time that goes with that. “This culture needs to come from every manager in the business and not just HR,” Atkins advises. Employees need to feel their managers care.

    Thou shalt help others     to help themselves Empowering people to take responsibility for themselves goes down so much better than acting like the HR police, Atkins says. Discussing with managers what support they need but in the end making them responsible for managing their teams is far more productive than HR trying to do this themselves.

News | Business Commandments

finance By Melinda Collins

Money can be a modern day paradox — the more you try and acquire it, the more elusive it can become. It has been the global currency of barter since the emergence of ancient cities and empires and is the currency by which business success or failure is measured on. In short, financial competency is simply essential. Yet, despite its cardinal nature, it seems few know how to manage it. Financial literacy, or lack thereof, is one of the most common and visible links between success and failure within the business landscape. The well-being of our businesses is linked inextricably to the well being of our finances. In recognition of this correlation, we have enlisted the knowledge and expertise of E3 Business Accountants managing director Jamie Tulloch to put together the 10 commandments of finance to survive and thrive in business. With more than 25 years of experience in the finance industry, Tulloch is qualified for his commentary.

  Thou shalt study the basics   of accountancy Understand what is debit, what is credit and what accrual accounting actually means. Accounting should be the preceeding framework of any business, Tulloch says. When you’re going to play the business game, you need to know how to keep score. “If you don’t understand the very basics, stop now or get training.”

  Thou shalt know what goes into   a profit and loss report and why The profit and loss report indicates how your revenue is transformed into the net income, or your revenue after expenses have been taken off. Quite simply, it tells if your business is profitable or not. “It should be called a profit or loss report as it is either one or the other when it comes to the numbers at the bottom.”

  Thou shalt understand how   cashflow projection works, as   opposed to profit and loss A cashflow projection predicts your cash balances into the future. Profit does not equate to cash, giving the cashflow projection greater insight into the liquidity of the business. “You might have a great looking profit in your profit and loss report, but no money in the bank,” Tulloch says. “Your cashflow report will tell you where all the cash has gone.”

Thou shalt be able to read and   understand a balance sheet and   what it is actually telling you A balance sheet is a summary of the financial balances of a business. Assets, liabilities and ownership equity are listed as of a specific date. In short, the balance sheet is a snapshot of a company’s financial condition. “The balance sheet lists all your assets and liabilities so you know the net wealth of your business.”

  Thou shalt know the profit   drivers in your business Profit drivers are business factors that impact very significantly on your bottom line. In a retail environment, a key profit driver may be add-on sales. Focusing on these add-on purchases, while not increasing the amount of customers, can increase profit. “Profit drivers are not always understood and often the profit is not proportionate to sales. Ironically increasing sales can reduce your profits if the profit drivers are out of alignment.”

  Thou shalt understand what   comprises your gross profit and   gross profit percentage Gross profit is the difference between revenue and the cost of making the product or providing the service which earned it, not including operating expenses. The percentage represents the proportion of the dollar the company banks as gross profit. A gross profit of 35 percent means the company is making 35 cents in every dollar, before operating expenses are taken out. If the month by month figure is increasing, business is good and vice versa. “The gross profit is the engine room of your business,” Tulloch says. “If the gross profit is down (either dollar or percentage wise), then the rest of your business will quickly fall into bad shape.”

Thou shalt have the   discipline to produce   accurate monthly financial reports that tell the whole story

Failing to plan is planning to fail. Monthly financial reports allow you to know exactly where your business is at any given point. They allow you to make educated business decisions and can illustrate trends between years or quieter times of the year, to allow you to more accurately project future income. “If you treat this exercise as less than ‘mission critical’ then you will lose financial control of your business.”

Thou shalt stay   close to your bank   and accountant Spend good money with professional advisors but only if they know about business. Ensure from the offset you choose the right accountant and bank to suit your needs. Check credentials and areas of specialising before taking on an accountant. Overall determine your accountacy needs and seek someone you feel suits. “Your bank has what you need to run your business — cash,” Tulloch says. “Use the bank’s cash with the aim of doubling it within three years. “Check the credentials of your accountant — does he or she really know about the hard school of business, or is he or she just a nice, pleasant bean counter.”

Thou shalt understand the   relationship between your gross   profit and net profit Net profit is your gross profit minus your overheads and tax. Generally referred to as the bottom line, it is the total amount of profit a company has made after all other expenses have been taken into consideration. “If your gross profit is strong, your net profit should follow, provided you keep tight control on expenses.”

  Thou shalt benchmark   your business against   similar businesses Know where your business is weak and where it is strong. Just as you would investigate prices elsewhere for goods you are selling, you should investigate the performance of similar businesses. Tracking your own business can assist you in deciding what areas you need to work on. “Why not aim to be one of the top performers in your business category or sector? The financial performance figures of your competitors are available (albeit not by name), so use them to track your own performance.”    September/October 2010 | 19

News | Business Commandments

communication By Kate Pierson

Communication is translated verbally, visually and through various channels of interaction. Subject to revolutionary changes, communication has been dressed up in hyperboles, dressed down with colloquials and dramatically revolutionised through the proliferation of technology and social networking. Mastering the art of concise communication is about delivering a message that will reach and be consumed by the recipient in the way it which was intended. In business, communication relates to internal and external relationships and is a critical tool for business growth, efficiency and stability. These 10 commandments on professional communication have been inspired by the expertise, advice and experiences of Erin Jamieson, co-founder and partner of Convergence Communications, which positions itself as the South Island’s leading strategic communications company. Working with a range of leading brands and clients, Jamieson has more than 17 years experience in the field of strategic planning and communications. In this time, Jamieson has taught others how to speak the language of effective communication.

  Thou shalt always tell the truth In business, an unwavering commitment to professional integrity that guides and governs your internal and external relationships, will serve you in good stead. The ubiquitous presence of multi-dimensional technology has brought the world to consumer fingertips and the desire for instant gratification has been born. Gone are the days when information was subjected to limitations imposed by time or distance — ‘breaking news’ is now just that. This means telling the truth in the moment is imperative, particularly when confronting a crisis. You can be sure that following the development of a ‘newsworthy story’ in which you and your business are playing the protagonist, a representation of the facts will also follow suit. And, needless to say, the truth and nothing but the truth should come from you. Because if an alternate version of events is delivered to the public or your customer base through a long line of Chinese whispers, it’s likely the tale being told will became a tall one and in the process your reputation may be assaulted by any misguided conclusions that are drawn.

Thou shalt keep thy staff     and stakeholders fully formed Unless you are staying mum to respect commercial sensitivities, ensuring the lines of communication remain open between staff, stakeholders and business associates, is the key to creating a united front in the face of adversity. “This means that in a crisis, you need to be ready to go as soon as you can,” Jamieson says. It’s not just the materialisation of a potential crisis that calls for effective communication though; offering the core constituents of your business an open door policy in the workplace nurtures an interactive and more productive organisation. Leading by example on the communication front sets a precedent and provides an exemplar on which staff can model themselves.

      Thou shalt return journalists’ calls As a mouthpiece for messages, journalists have a duty to deliver. Be it a crisis or a celebration, if an event or an occasion has the X factor, journalists will always pick up the story’s scent. They can work with you, or against you, in these instances and the former should always be your preference, particularly when a situation spells controversy. Remember, a public interest story will always be picked up by the media radar and it will be represented through your own dictation of the facts or a third party narration. “It’s okay to say you have nothing to tell them at that particular time, but do call them back,” Jamieson advises.

Treat your professional property, ie, the brand iconography, aesthetics and image you utilise to represent and define you and your company, with the same protective instinct you would your home or other material possessions. “Maintain, update and look after it because impressions count — this is what you may be measured on by your customer,” Jamieson says.

  Thou shalt seek advice from experts If your communications skills are sound but you would like to revisit the fundamentals or integrate new skills into the mix, consult an external expert who can help you grow and enhance your communication vocabulary.

  Thou shalt be bold It is comfortable to function within the parameters of what is familiar, but exercising your creative streak when it comes to communicating with your clients will command their attention. Seek advice and creative sustenance along the way from organisations like the Canterbury Development Corporation and New Zealand Trade and Enterprise. “Don’t be afraid to take risks,” Jamieson says.

  Thou shalt not be afraid to     employ people smarter than you The expression “two heads are better than one” is apt here. It’s about recognising that a collaborative communication effort can breathe new life into vintage practises. Truth is, when the same structures and strategies are employed, the tendency to do more of the same can see your customers visiting your competitors for some variety. When the time calls for a revitalisation of the old, introducing compatible personalities into the mix means you can preserve the professional formula that has worked well for you, but colour your communication canvass with more modern messages

Thou shalt learn from others’ trends Observing your external surroundings is not about plagiarising or poaching ideas from others, it is aligned with surveying, understanding and absorbing information you can apply to your communication campaigns with your own sense of style. Move beyond the mainstream media and go in pursuit of those with autonomy and liberation in their freedom of expression. They may be harvesting and experimenting with ideas that have strong magnetism when it comes to attracting attention, but are yet to be introduced into your commercial sphere.

Thou shalt communicate     with ethics in mind   Thou shalt not ignore social media Its presence may have been dubbed a fleeting fad, but interactive platforms like MySpace, Bebo and Twitter are firmly cemented on the social scene and show no sign of vacating the online premises. In fact, Facebook has a family of half a billion fans. Like it or not, social media has become a cost-effective strategic tool for businesses to connect with their commercial culture. So, to keep up with the professional play, why not jump on the Bebo bandwagon and learn to talk the Twitter talk? It’s likely the lingo adopted by these communities will benefit the relationships you have with your demographic culture.

20 | September/October 2010

  Thou shalt ensure consistency     in thy marketing collateral     and brand presence

Whatever business path you pursue, be sure to take the moral high ground on the way. When you are communicating in a competitive market saturated with comparable commodities, you may feel territorial over the sales space you are trying to inhabit, but let your conscience be your guide. Acting with integrity during promotional periods and campaigns and avoiding defamatory accusations will preserve your reputation, demonstrate a sense of professional accountability and ensure public perception of your business is favourable. “Take an ethical view on what you do and an ethical approach to everything you do,” Jamieson says. Consult the Public Relations Institute of New Zealand website at for guidance in this area.

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How to order All orders are couriered to your door FREE. If you place your order by 2.00pm most orders are received within 48 hours, unless it’s a rural delivery.

Simply go to our website or call us toll free on 0800 101 729 and ask for a FREE sample and information pack, or place your order today.

We Offer A No Questions Asked Money Back Guarantee

Mention this advert this month & receive 30% off your first purchase. PLUS Call us for a free sample and information on Canidae & Felidae

For more detailed information call on 0800 101 729 Level 3, 818 Colombo St, PO Box 1879, Christchurch. Fax: 03 961 5112 - Email: - Web:    September/October 2010 | 21

Have you ever asked yourself... Is there more cancer around these days? Why are there more pregnancy issues, infertility, or miscarriages? Why do more kids have ADHD now? Is male sexual dysfunction more prevalent now? What damage are we doing to our planet by using plastic? What’s causing the early onset of female puberty? Read on and you may find the answers... What is BPA (Bisphenol A)? BPA is widely used to make polycarbonate plastics such as those in baby bottles, water bottles and compact disc cases and is an ingredient in the resins used to line food cans. The chemical has been shown to leach into food or water. To see a complete definition of BPA, please go to www. The following is a direct quote from Food Standards Australia New Zealand (FSANZ). As you will see they acknowledge that BPA and other chemicals do leach into food and liquid. However, they also say that it’s not proven to be harmful and doesn’t cause cancer. “In some circumstances, chemicals in food packaging can migrate into the food product and vice versa, depending on the nature of the packaging and the food contained within.” Food Standards Australia New Zealand “the most toxic chemical known to man.” Dr Frederick Vom Saal

The facts on BPA The following are quotes relating to BPA and chemicals found in plastic water bottles. To see the full quote and source, please visit our website, In men the oestrogen mimicking effects of BPA have been known to block some of the more important effects that testosterone has on sexual functioning. Those who were exposed to BPA were four times more likely than those who were not exposed to report some sort of sexual dysfunction. Associate Professor of Department of Reproductive Sciences - Yale

But even though PETE (used in many plastic bottles) doesn’t contain BPA (as seen on 60 Minutes 9/6/2010), it does contain other chemicals called phthalates - which are also believed to be endocrine disruptors. Like BPA, these chemicals leach into the water more quickly when the plastic is heated, so don’t leave these water bottles in a hot car or out in the sun. A potentially deadly toxin is being absorbed into bottled mineral

water from their plastic containers. And the longer the water is stored, the levels of poison increase, research reveals.

There are enough warning signs to show the need to act sooner rather than later. There are growing concerns about bottled water in particular in plastic bottles. The safest option is stainless steel.

Jo Knowsley

Our findings suggest that exposure to low-dose BPA may have widespread effects on brain structure and function. The Food and Drug Administration (FDA) continues to classify BPA as safe, basing its ruling only on the findings of two industry-funded studies. There are over 200 independent scientists, not in conflict financially with this chemical (BPA), saying we find it relating to obesity, prostate cancer, breast cancer, diabetes, brain disorders such as attention deficit hyperactivity disorder, liver disease, ovarian disease, disease of the uterus, low sperm count for men and the list goes on. David Gutierrez Natural News After years of insisting Bisphenol-A (BPA) posed no threat to the health of babies, six larger manufacturers of baby bottles have announced they will stop shipping new baby bottles made with the chemical. Mike Adams, Natural News A 2007 review of 700 studies involving BPA, published in the journal Reproductive Toxicology, found that infants and foetuses were the most vulnerable to adverse effects from this toxic substance. C W Randolph, MD The researchers indicated that such damage is a possible predictor of reproductive diseases in women, including fibroids, endometriosis, cystic ovaries and cancers. Earlier studies linked low dose BPA to female reproductive-tract disorders, as well as early-stage prostate and breast cancer and decreased sperm counts in animals. Andreas Moritz In 2004, one researcher counted up all of the studies done to date on just BPA. Of 104 studies done by independent researchers, 94 found adverse effects. Donna Jackson Nakazawa

The latest study showed that women with a history of miscarriages were found to have higher levels of BPA in their bodies. The women who had miscarriages were found to have BPA levels on average about three times higher than women who had successfully given birth. David Steinman

The National Toxicology Program of the National Institutes of Health concluded that there is “some concern” that BPA may cause problems in foetuses, babies and children, including breast or prostate cancer early onset of female puberty, attention deficit disorder and other problems of the reproductive and neurological systems. David Gutierrez Bisphenol A is such a dangerous chemical that I have no doubt it will one day be banned from all food and beverage products. Frederick vom Saal The following are countries which have taken action against BPA - Canada, Denmark, Belgium and France - so far. Those with the most BPA in their urine had nearly three times the risk of heart disease more than twice the risk of diabetes, as well as signs of liver damage. Unfortunately, the levels of BPA that were associated with disease are within the EPA’s industry-friendly levels of safety.” Byron Richards The following research is by world expert Dr William Shotyk - who has vowed never to drink bottled water again - “I don’t want to shock people but here’s what I know: Antimony is being continuously released into bottled drinking water. The water in PET bottles is contaminated”. Antimony finds its way into water by ‘leaching’ from the plastic in the same way that water absorbs flavour from a tea bag. Jo Knowsley If you have a baby that you are formula feeding, you are likely to be exposing your child to BPA through the formula itself, which is almost assuredly packaged in a BPA-lined can. Aaron Turpen In most countries, BPA is legal in food storage including baby bottles, containers and so forth. Very few companies are using BPA-free containers for anything. Aaron Turpen To see each of the quotes in full and the source please go to

Call 0800 777 444, text SAFE to 244 or go to our website to order your SafeBottle today P.S. There’s an iron-clad, lifetime money-back guarantee on all bottles.

18/8 food grade quality stainless steel

BPA-free, toxin-free and eco-friendly 22 | September/October 2010

Gary Collins Managing Director

I Fits most cup holders I FDA approved I Fits ice cubes I Doesn’t retain or leach flavours I Dishwasher safe

I Various sizes and colours available I Designed to last I 100% recyclable I No plastic liner I Free sports lid

The effects of plastic on the environment are already well documented...but what about the effects of plastic on our bodies? Research is showing that under special circumstances, certain chemicals from plastic bottles and containers are able to leach into the water (or food) held within. One such culprit is a toxic chemical known as Bisphenol A (BPA), a chemical with estrogen mimicking effects that is linked to obesity, diabetes, breast cancer and hyperactivity. Another two common toxic chemicals present in plastic bottles are antimony and phthalates. Make a change for the better. Buy stainless steel BPA-free SafeBottles and reduce the impact of plastic on the environment and our bodies.

For more information and to see the full range of SafeBottles, please visit or call our friendly team on 0800 777 444 or text SAFE to 244.    September/October 2010 | 23





Two and Three Bedroom

50 Metres to Surf Beach

Luxuriously Appointed

9 Hole & 18 Hole Golf Course

Self-Serviced Apartments

Safe Swimming

Fully Equipped Kitchen

Fishing and New Marina

Private Balcony with BBQ

DOC Tracks & Huts

Close to Cafes and Restaurants

Reservations: 0800 800 942 24 | September/October 2010    September/October 2010 | 25

Events | Diary Grow your business

Viewpoint | Financial Management


OC OT CO TO BBE ERR 2200 1010


Thursday, September 9



Spontaneous Collaboration — The Knowledge Gym

Learn how to build a highly collaborative culture that speeds up access to information, drives process, builds product innovation and increases staff engagement. From 8.30am to noon. To register visit

Tuesday, September 14



Every day customers are buying products and services from the sales professional who most understands them and their needs; learn about a consultative approach to build customer understanding. EMA members $410+GST, non-members $525+GST. To register contact Deborah Law-Carruthers (09) 367 0947 or email



Neuro-Linguistic Programming — Auckland University

Neuro-linguistic programming is claimed to be one of the most effective tools for communication and influence in business today which works at how people achieve their goals. Cost $1995+GST. To register visit


Tuesday, September 21 to Wednesday, September 22


Experienced Directors’ Workshop — Institute of Directors

Experienced directors share their stories and discuss the role governance plays around the board table. To register visit


Tuesday, September 28


Networking Seminar — Auckland Chamber of Commerce

Networking is a powerful way to gain new clients and market your business. Get confident and relaxed about networking. To register visit

Thursday, September 30


La bo u r

Impact of Customer Experience on Brand Perception — Auckland Chamber of Commerce

The customer experiences each visitor has when they visit Auckland for RWC 2011 will have a long term impact on the region’s brand. As a region how are we preparing to upskill our people and how can you and your businesses contribute? From 3pm to 5pm. To register visit

Thursday, October 7 to Friday, October 8 Leading Virtual Teams — EMA Northern

A course for anyone who is managing or about to manage a remote or virtual team. Contact Deborah Law-Carruthers (09) 367 9047 or email

Monday, October 11 to Tuesday, October 12 Achieving Success — Auckland University

Imagine discovering the beliefs, insights and ways of working that extraordinarily successful people have in common, distilling them into a set of simple tools and practises and using them to transform your professional and personal life. Cost $2195+GST. From 8.30am-5pm. To register visit

Wednesday, October 13

Employers’ Workshop — Inland Revenue Takapuna

Find out more about your employer obligations with Inland Revenue. Learn through practical examples about PAYE and other deductions, FBT, Kiwisaver, due dates, online filing and the new tool for business. From 1.30-3.30pm. To register contact Vaj Patel on

Wednesday, October 13

Mastering the Credit Management Process — EMA Northern

This course will empower you to properly credit-assess prospective clients and effectively reduce the payment delinquency level of existing clients. EMA members $356+GST, non-members $456+GST. To register contact Deborah Law-Carruthers (09) 367 0947 or email

Thursday, October 14

Claim Your Pitch — The Knowledge Gym

How authentic are you when you sell? Does your natural energy come across and is your audience drawn to you? From 8.30am to noon. To register visit

Wednesday, October 20 to Thursday, October 21 Budgeting — Auckland University

This two day course is designed to enable participants to understand the language and basic concepts of budgets and budgetary control. From 8.30am-5pm. Cost $1895+GST. To register visit

Tuesday, October 26

GST Workshop — IRD Takapuna

A workshop for people who are new to GST, covering GST basics, bookkeeping, expenses, invoices, how to complete GST returns and filing online. To register contact Vaj Patel on

Thursday, October 28

Managing the Customer Service Team — EMA Northern

Companies that offer reliable and customer-focused service have a distinct competitive advantage and can build an element of loyalty and defend a price premium. EMA members $410+GST, non-members $525+GST. To register contact Deborah Law-Carruthers (09) 367 0947 or email

Wednesday, October 27 to Thursday, October 28 Business Writing Skills — Auckland University

Being able to write expressively, accurately and understandably is a key requirement we all need but it’s not something that comes easily to all. From 8.30am-5pm. Cost $1895+GST. To register visit

If you have events you would like featured in the Events Diary, email at least two months before the date of the event. Or, if you have held an event and would like to supply photos for the Been Seen section (along with 100 words about the event and a caption for each image), send to 26 | September/October 2010





Consultative Selling — EMA Northern

Monday, September 20 to Tuesday, September 21






going up








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Day H o Li Day



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Notes: On the face of it, the GST rate increase is easy to understand — 7 14 a percentage increase from 12.5 percent to 15 percent, taking effect 21 28 on October 1. Yet as many organisations are starting to realise, when www.ver it comes to their office software systems things are actually more m © 2009 Ve rtex42 LL C complex and a set of common questions is emerging.

One of the most commonly asked questions is seemingly very obvious — which systems in our organisation handle GST calculations? The first response would be the accounting system or forward-facing sales systems. But in reality, organisations may have other systems dealing with GST calculations that are less obvious. The fact is that with the deadline in place organisations, no matter what size or sector, can no longer ignore the need to understand how the change impacts their business — particularly the complexities of managing that change from a systems perspective.

Here are some of the key concerns for organisations and how to address them:  Which systems handle GST calculations? This needs careful consideration. As well as your general office accounting system, there are likely to be other systems in the office which deal with GST such as Point of Sale (POS) systems used for scanning bar codes, product information management systems, websites, customer quotation systems, ad hoc spreadsheets and so on. Organisations must carry out checks to ensure these are set up to cater for the new rate.

 Can you change the GST rate on your systems or is it hard-coded? This has obvious implications with regard to how easy it may be to bring every system up-to-date when the new rate comes into effect. If your system vendor has specified in the software that the rate is set at 12.5 percent, how does this figure get changed? Is the change made in only one place, or must multiple changes be made? Some systems refer to a single set-up source. However, older, legacy applications can have hard coded GST rate calculations which require changing and rigorous testing before release on the October 1 deadline.

 Can you change the GST rate retrospectively? Why is this important? Firstly, can businesses enter the new rate with an effective date and then on October 1, your systems just assume that rate, or will an organisation need to perform a cut-over on October 1. Naturally this makes the cutover process more critical. Secondly, in the transition after October 1, organisations will have to deal with situations which may involve both rates, as the 12.5 percent rate will still be required for some transactions.

 Will open purchase and sales order lines be updated by the GST rate? Changes to the GST rate should impact GST calculations for un-invoiced sales and purchase orders. In some systems, GST rates are brought onto the purchase and sales order lines, therefore creating inaccurate calculations at point of invoicing. Do you therefore need to force an update in your system or do you need to perform an update to the data? Again, this has implications with regard to how easy or complex it may be to update and maintain your systems.

 Will your systems require updates to existing, recurring customer orders, laybys and deposits? Managing transactions such as subscriptions, deposits, laybys, rebates and volume discounts will require careful attention. Existing subscriptions will require updating with new GST rates if there is a contract of supply where invoices are raised monthly. However, different treatment will be applied to subscriptions that are invoiced as a lump sum at the beginning of the period and treated as a monthly debt.

James Page is Microsoft Dynamics’ AX Service Line Lead for Intergen, New Zealand’s leading Microsoft partner. For more information email or go to

Clearing the air It’s not called the land of the long white cloud for nothing. A combination of New Zealand’s damp climate, and the moisture you create in your home every day from cleaning, cooking, and washing is working against you achieving a healthy home. It can be sorted simply with HRV Ventilation.

HRV deliver positive pressure ventilation systems which take the naturally drier air from the roof space, filters it and distributes it evenly throughout the home. This environment creates a drier, less humid and warmer environment that flushes dust particles, pollens and indoor air contaminants from the home and reduces mould, fungi and dust mite populations.

Huge growth HRV CEO Bruce Gordon says the business has gone from a relatively small New Zealand start-up operation to a market leader with around 500 employees in a few short years, winning several prestigious awards including the Deloitte Fast 50 award in 2006. The company currently installs hundreds of new systems every month. Due to its benefits and negligible running costs, its goal is to put a ventilation system into every home in the country. The franchises are all 100 percent locally owned and operated with dedicated employees working in sales, administration, customer service, installation and the trades. “We are all passionate about our product – we thrive on helping Kiwi homeowners make their homes healthier and more comfortable,” Gordon says. Asthma Foundation statistics show one in four Kiwi kids are estimated to have asthma. It’s the most common cause of hospital admission among New Zealand children. “There is nothing better than receiving a letter in HRV from a parent saying they are experiencing far fewer health issues with their children, especially for pollens and dust-mites triggering asthma related problems.” HRV is also the sponsor of the HRV Cup – a successful Men’s Twenty20 cricket competition which has brought droves of people back to our summer game.

Independent certification HRV’s environmental and health credentials have been independently certified. HRV has been approved by the National Asthma Council Australia and the Asthma and Respiratory Foundation of New Zealand as part of the Sensitive Choice programme. This programme approves products that may be helpful for people with asthma and allergies. From June 2009 the

Free quote To assess your specific home’s needs, an HRV ventilation specialist will visit your home. Temperature readings will be taken around the home and in the roof cavity space. The HRV specialist will then discuss, select and design the

HRV brand has featured the Sensitive Choice symbol, a butterfly, so customers know how good the HRV system is for those prone to repository illness. In April 2009 HRV was awarded the Good Environmental Choices Australia Certification. This certification is for products that are both innovative and have direct benefits to the environment - in HRV’s case it was the ability to harness free solar energy to aid heating and therefore reduce the reliance on power and water hungry traditional heating and cooling systems. Starting with a rigorous process examining not only the product, but also manufacturing and company practices, certification is then awarded after close scrutiny of efficacy and performance claims against actual research and end user information. “Don’t just take our word for it – being awarded both environmental and health certification from independent not for profit associations shows that our ventilating systems truly do what we say they do,” says Gordon.

system for you and provide a free, no obligation quote on the most suitable system for your home. HRV also has a range of supporting technologies including a heat recovery ventilation system (or heat exchanger); solar ventilation (the HRV Solamate) and LHZ Electric Stone-store radiators.

HRV in Auckland HRV don’t just see themselves as a business, but as part of the Auckland community. It was born in Waitakere, and that’s where the head office has remained. Along with the four successful franchises in the region, HRV provides jobs for 200 Aucklanders. The franchises are also passionate about local sport. North Shore junior cricket teams, the Glenora Bears Rugby League team and the Counties-Manukau Police Rugby team are all examples of sporting groups that have benefited from HRV sponsorship. HRV Ventilation 7 Portage Road, New Lynn PO Box 104 068 T (09) 826 8210 F (09) 827 6905 E    September/October 2010 | 27

Living | Today By Kate Pierson

packing it in


Who said material indulgence isn’t practical? Because we’ve well and truly disproved that theory with our good looking and user-friendly products for you. We went on a style scouting mission to find bag solutions that fit into the functional luxury category and we exceeded our own expectations when the commercial heavens opened and delivered to us, seven fine formed models with looks, personality and purpose.


Overnight/weekend Konev Zip Top Overnight Bag When you want to live in the moment, having a carry-on whose features complement an impulsive excursion (think plentiful space, lightweight and easy to store) to accompany you is key. Handcrafted in New Zealand and made from cow hide, the Konev Overnight Bag has been made with your spontaneous streak in mind. Featuring a zip top for ease of content accessibility, this practical pleasure is available in black and chocolate cowhide, black and red calf and avocado or tamarillo antique nappa.

Rodd and Gunn Large Weekender Bag Don’t do metrosexuality when it comes to a ‘manbag’? You don’t have to, because Rodd and Gunn’s Large Weekender Bag defines traditional masculinity. Handcrafted in New Zealand, this 100 percent Italian leather luggage is a hybrid of practicality and presence. It’s rare to find a bag that makes a statement without ‘look at me’ bells and whistles, but the Large Weekender Bag has done just that. Better still, it promises long life and style longevity with its 100 percent cotton Rodd and Gunn plaid lining and durable exterior.

Dimensions: 25cm H x 65cm W   x 29cm D Available: RRP: $528

Dimensions: 32cm H x 56cm W x 26.5cm D Available: RRP: $1199

Holiday Louis Vuitton Monogram Pegase 55 The signature LV iconography may stand for Louis Vuitton, but it also represents Luxury Vacation. It’s a range in which you can get lost in the possibilities, yet the cabin sized Louis Vuitton Monogram Pegase 55 is still a stand-out. Integrating the iconic Louis Vuitton monogram skin, with a large volumetric capacity that defies its cabin case body, the Pegase 55 is portability meets aesthetic perfection. Dressed in a natural cowhide trim with polyamide lining, this ultra-portable model features leather handles with a self locking expandable handle and an easy-to-attach protective sleeve with windows for the handles and wheels. And while the Pegase’s iconic facade may command attention for

Office Rare Edition Designs Large Folio Bag Classic and contemporary have found each other thanks to Rare Edition Designs. RED’s Vintage Bling (sepia on natural colour) Folio Bag in genuine black leather is an amalgamation of traditional style and noveau chic. Featuring an internal pocket and dedicated mobile phone holder, there is a zip closure at the mouth of the bag for added security, adjustable straps for convenience and its full shape and length can accommodate A4 folders and files, making the Folio Bag an essential office accessory. Made in New Zealand using hand screen printed, limited edition textiles by designer Sarah Martin, the Folio has a split style personality — in a good way. Its facade may connote a sense of whimsical, but it has a fiery nature with deep red fabric lining. Available: Vintage Bling and Wild Wisteria at RRP: $499

women 28 | September/October 2010

its strong affiliation with style, it has a very quiet demeanour with noiseless wheels. Its protective instinct will ensure your most precious personals will be well accommodated by an inside zipped pocket and two clothing protection flaps with additional zipped pockets

Pierre Cardin

Featuring a secure sealed golden brass closure and natural cowhide reinforcements on a wood structure, this classically chic addition to your family of luggage sports an adjustable leather strap for convenience, a removable leather ID holder and protective golden brass feet.

Pierre Cardin luggage is built to last the test of time. Constructed from a featherlight but resilient polycarbonate, these cases, ranging from 2.5 to 4.5 kilograms have a tough personality and can withstand the rough and tumble of a boys trip. With an internal organiser integrated into the fully lined interior, plus a triple combination lock, zipper protection and lock down zipper pulls, the Pierre Cardin polycarbonate luggage will keep things in order when exchanging your playful for practical side.

Dimensions: 40cm x 18cm Available: Louis Vuitton locally and internationally RRP: $3950

Dimensions: Small 55cm, medium 65cm, large 79cm Available: Ballantynes RRP: $265

Dimensions: 50cm H x 40cm W by 20cm D Available: Louis Vuitton locally and internationally RRP: $4000

Louis Vuitton Monogram Hat Box Whether it’s wrapping itself around your latest fashion fixation, fascinator or fedora, it’s classic Hollywood meets contemporary sophistication with the Louis Vuitton Monogram Hat Box.

3 Wise Men Leather Satchel Word is out there has been a discovery of the fourth gift offered by the 3 Wise Men — not to be confused with those that delivered the gold, frankincense and myrrh of course. The three wise men we have on our style radar have offered New Zealand’s most style conscious the gift of shirts, belts and cotton boxers that have been joined by a leather satchel searching for a home in your office. Crafted with 100 percent soft cowhide leather, this chocolate brown satchel is utilitarian by look and by nature. With an internal zip pocket, cellphone holder and long shoulder strap for comfortability, the 3 Wise Men brand has revolutionised office apparel for your convenience. Available: In store at 3 Wise Men or online RRP: $350

Living | Today

Gadget Polaroid Two We all remember with nostalgia the instant magic that was the Polaroid camera, just as we love the latest digital technology. Well the clever chaps at ZINK Imaging Inc. have thrown the two together to create Polaroid Two. The Polaroid Two is a new instant digital camera with a built in instant printer which utilises ZINK Zero Ink Printing technology. The Polaroid Two can snap a 5MP image and print it instantly, making it the ideal camera to take with you anywhere to snap, print and share your memories. The Polaroid Two combines the innovation of instant printing photography with all the functions of a digital camera.

touches of style


Available: From electronics stores nationwide RRP: $379

Sustainable tech Real Wood Computer Keyboard and Mouse The world has gone bonkers for sustainability — you know it, we know it, and certainly the inventors of random contraptions know it. The latest craze to hit is bamboo. With its self-replenishing characteristics, bamboo has become the eco-darling of

sustainability. Individually hand-crafted from environmentally friendly bamboo, this keyboard and mouse is warm, natural and upmarket, perfect for an executive office or den. The Real Wood Computer Keyboard and Mouse allows technology to blend with your surroundings, even if they’re not remotely jungle-like. Available: RRP: $124.94

Destination Rotorua TripAdvisor travellers have just voted a Rotorua spa resort as one of the best places to relax in the South Pacific — and what better time of the year to take a spa break than winter. Wai Ora Lakeside Spa Resort contains all which the best accommodation facilities do; restaurant, bar and other well appointed facilites (although uniquely decorated in Maori art), but what sets this destination aside is the award winning Wai Ora Day Spa. ‘Wai Ora’ means healing waters and it is an apt name for the resort featuring relaxing massage options such as volcanic stone massages based on traditional Maori healing and wellbeing techniques. Rotorua is a special place with its unique cultural and geothermal heritage. Now you can experience it all at Wai Ora Spa Resort, the lakeside resort with stunning sunsets over the backdrop of the Rotorua volcanic caldera. Availability: Contact Wai Ora Lakeside Spa Resort Rotorua 0800 345 318, RRP: Rates from $199

Funky furniture

Top drop

Bed Bug

Sacred Hill pinot noir 2009

Italy is branded as the world’s centre of fashion excellence and people are fascinated with the country’s extraordinary sense of style. So it’s little wonder we also gain decor trends from this fashion capital. Created by renowned designer Paola Navone and showcased in Milan just this year, the Bed Bug is already making waves around the world. ‘Characterised by stylistic creativity and technology, though preserving the canons of elegance and design,’ the website states. But you only have to look at the photos to recognise the simple elegance the Bed Bug represents.

When it comes to wine, cheap does not always equate to nasty. The 2009 Scared Hill pinot noir has been voted WineNZ’s ‘Outstanding and Best Value Under $30’ in its recent pinot noir tasting. Judged by three internationally experienced judges, the closing comments show why we have selected this pinot noir as our top drop. “Sacred Hill has a deserved reputation for the quality and value for money of their wines. Here we see a good example of why. Along with lush fruit-pastille aromas on the nose we found a dense, fruity palate that is ripe but not overly sweet and that shows plenty of concentration and depth of flavour.”

Available: Studio Italia (09) 523 2105,, RRP: From $9980

Available: From wine outlets nationwide RRP: $20.90

Go-fast toy Blokart Feel the wind rush past your face as you zoom around a park or beach, your body barely 10 centimetres above the ground, in your very own Blokart. Don’t be fooled by its impressive looks, this fine piece of Kiwi ingenuity is the perfect point to start for those with no sailing experience. Anyone can do it regardless of age or physical ability. The wind-powered, hair-raising toy, more commonly known as a land yacht, has soared in popularity since its inception, now being sold in Europe, Britain, the Middle East, South Africa, the US, Australia and its New Zealand birthplace. Hire one in your area or buy one for yourself. Available: Blokart International and registered distributors nationwide 0800 4 BLOKART, email or visit RRP: Prices from $3990   September/October 2010 | 29

THE NEW VOICE OF TALK RADIO 30 | September/October 2010

CoLoniaL LoDGE

in Taupo

Visiting Taupo at any time of the year is pretty spectacular. A summer holiday, relaxing at the lake all day and firing up the barbecue at night. A winter holiday, on the slopes all day and soaking sore muscles in a hot bath at night. Well you can make that trip even better by staying at the Colonial Lodge. Across the road from the beach, a short walk into town and with free WiFi, the Colonial Lodge has it all. Features Relaxing in your room after a long day of hiking or being at meetings is easy with the comforts the Colonial Lodge offers. The studios and family rooms are meticulously clean with free WiFi, a 32 inch plasma TV and an attached bathroom ensuite with a double spa bath. Each room comes with a kitchenette, making a stay in the Colonial Lodge like a ‘home away from home’. For those who want to eat out, Taupo’s CBD with a range of quality restaurants is just a short walk away. For an extra charge, staff will bring a cooked or continental breakfast to your room in the morning. Owner Kayne Ginger built a bar and bench seat in the front yard a few years ago and guests have since enjoyed drinking and eating outside, watching the world go by. Kayne also installed power plugs outside so patrons can listen to their iPods or work on their laptops while enjoying fresh air and sunshine. This area has also been popular for any guests who are cheering on people participating in any of Taupo’s outdoor events that cut through the main town, such as the Iron Man or the annual Lake Taupo Cycle Challenge. The Colonial Lodge is also across the road from where the annual mid-winter swim is held.

Conference Venue The Colonial Lodge also has access to an off-site conference venue, The Taupo Conference Centre. “This venue is smack-bang in the CBD with amazing views of the lake,” Kayne says. “It can hold up to 70 people and has all the facilitates, like a projector and all the modern equipment. It is ideal for a meeting point for a company with branches in Auckland and Wellington. If we can’t accommodate all of the attendees at the Colonial Lodge we will arrange lodging at nearby, like-minded motels.” Dos, don’ts and drop-offs Taupo is packed with great activities. Thrill-seekers can enjoy bungy-jumping and jet-boating. Outdoor people have hiking trails and nearby skifields. There’s a museum, galleries and a sculpture garden for a bit of culture; and hot pools for everyone to enjoy. Kayne Ginger is happy to book places for guests at the many local tourist attractions and to offer recommendations. He does free drops-offs to the bus station and the airport on request. Rates and Packages Prices for the family rooms and studios start at $110, although Kayne Ginger advises the web-savvy to keep an eye on their website for discounted rates in the off-season. The Colonial Lodge also offers package deals in conjunction with the stunning Taupo Golf Course and with two local beauty and salon companies. Because the Colonial Lodge users the Hyper Intelligent Staah system you can book rooms at the Colonial on their website up to 18 months in advance, a feature not many properties can offer.

The Colonial Lodge offers: • Electric Blankets • Heating (With aircon/heatpump) • Ironing Facilities • Hair Dryer • Guest laundry available complimentary to guests • Continental/cooked breakfast which can be delivered to suites for an additional fee • Interconnecting suites • Safe storage for bikes and skis available during your stay, subject to availability • New seat/bar at front of property that looks to lake and mountains while you enjoy a cold beverage on those hot summer days • Separate shower • Bathroom amenities - soaps, gels, shampoos • Double spa bath • Cooking facilities (two burner stove tops, microwave, sink, small fridge, and tea coffee etc) • DVD player available free of charge • Free WiFi internet.

Colonial Motor Lodge Po Box 77 Taupo 3351 T (07) 378 9846 F (07) 377 1910 E    September/October 2010 | 31

Master Joiner Awards 2010 | Total Timba Joinery

Total Timba Joinery won three awards in the Master Joiners Awards 2010 — Best Door or Window, Best Use of Imported Timber and Best Auckland Region Award

Timber triumphs For many, the appeal of wood lies in a romantic link to the past; a rich history spanning many centuries and cultures. Its popularity has endured and outlasted fads because wood remains an aesthetically pleasing and amazingly versatile material — perfect for homes and fittings. Established in 1994, Total Timba Joinery has built a reputation for quality and strength, the very attributes which make timber such a popular building material. If accolades are a measure of success, then Total Timba Joinery does more than measure up. The company has just won the Auckland Regional award, the Best Use of Imported Timber award and the Best Door or Window award at the 2010 Master Joiner Awards, which promotes excellence in joinery design and craftsmanship. “These awards emphasise what we’re all about,” Total Timber manager-owner Rob Pickup says. “And that is quality and service. It reinforces what we do at the top end of the market with our name on some of the most spectacular pieces of joinery.

Geoffrey Nash of Total Timba Joinery gained recognition in the Master Joiners Apprentice Awards 2010 for Best Timber Project and Best Presented Entry Board


all epts Ltd is a sm Hardware Conc chnical te ly pp su to d ne company desig ware the correct hard information and . try us ind into the building xibility epts has the fle Hardware Conc to d an t ke ar m e to respond to th er’s needs and individual custom and omer services st Cu expectations. ion ct fa tis sa t clien Proud to be associated commitment to rtant goals. our most impo ain m re with Total Timba Joinery fer epts strive to of Hardware Conc personal of rd da an st the highest ality mmitment to qu service. Our co p: 09 419 6534 rvice se of e ng a full ra means we offer m: 021 780 782 t on all or pp su al nic ch backup and te f: 09 419 6514 our products. e: w:



“While that’s not all we do, as a large part of our work is within the renovation market, it emphasises to the customer that they are dealing with a tried and true company, a team

of professionals who provide the utmost in quality craftmanship.”

With its innate beauty, strength and sensuousness, timber is the building material of choice for many of New Zealand’s most amazing homes and businesses. Its rustic, less formal feel is popular in new home construction as well as more traditional applications. Total Timba Joinery covers the field with timber entrances and windows, interior doors, architectural features, timber shutters, louvres and screens featured in private homes, bars, cafes and restaurants, commercial and government premises throughout New Zealand. “We predominantly manufacture for the renovation market, making windows, French doors, bi-folds, traditional exterior joinery and internal doors for traditional homes. In the renovation market we match the new joinery with the old to create a seamless integration. “We also manufacture for homes in the high end of the market — people who want that something special, the architecturally designed entrance way to their home.” There certainly is something special about timber. While some romanticise about about it from a sense of tradition or preservation, Pickup acknowledges its practicality aspect. “People have an attachment to timber for its appearance; they love the natural look of timber joinery and with timber you aren’t restricted by style or colour choices. With people preferring the comfort of double glazing, timber has far superior thermal properties than other options.”


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32 | September/October 2010





227 Archers Rd, Glenfield, Auckland, PO Box 101-153 NSMC 0745

Master Joiner Awards 2010 | Total Timba Joinery

We take personal pride in what we manufacture, ensuring our customers are 100 percent satisfied with the joinery they receive from us.


Rob Pickup

Total Timber manager-owner

THIS ISSUE. Speaking of superiority, Total Timba is a market leader in developing products and systems that meet the New Zealand building codes.





As a part owner of the company Certified Timber System (CTS), Total Timba is committed to designing and testing exterior timber joinery systems to meet the New Zealand building industry. The first official branded product range is nearing completion. However most CTS products are available from Total Timba today.

The test of time Be it in the form of exquisite shutters, traditional French doors or unique cabinetry, people across the world express their architectural vernacular through timber. During the 1600s wooden joinery was the secret and profession of the craft guilds. Only few apprentices who would dedicate many years of their lives were taught the art form. Total Timba Joinery is respectful of the centuries old art of timber joinery and takes on apprectices to ensure its survival. It has certainly been a successful strategy. One of the company’s apprentices has been awarded the Best Timber Project and the Best Presented Project award at the Master Joiners competition, bringing Total Timba Joinery’s award intake to five in the competition. Another apprentice was nominated for the Apprentice of the Year through his training organisation. “We draw on traditional joinery manufacturing methods to meet our customers’ expectations for enduring quality, superior materials and superb workmanship,” Pickup says. Old buildings have been since been dismantled, joinery secrets revealed and historical precedents have been followed and improved upon. It’s the combination of traditional joinery techniques with modern manufacturing processes that has ensured the success of Total Timba Joinery. It is now a leading New Zealand joinery company with qualified joiners providing customers with solid, high quality timber joinery that stands the test of time. To this day, timber continues to be a fundamental design principle of an aesthetically pleasing abode. It makes possible a form of craftmanship that commands attention because its components are on display for all to see. It is visually striking, but still very strong. Total Timber Joinery has proven to be solid, dependable and enduring — it is the embodiment of the very building material it embraces. And while Pickup is passionate about his vocation, he remains respectful of its legacy. “We take personal pride in what we


manufacture, ensuring our customers are 100 percent satisfied with the joinery they receive from us. “We have built the business through word of mouth because with Total Timba Joinery, satisfaction is always guaranteed. That’s what we strive for as a company, that’s how we want to develop and grow.” Total Timba Joinery 227 Archers Road Glenfield Auckland T  (09) 444 7772 E

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Home &Trade DRIVING DOWN THE COST OF HOME IMPROVEMENT 1 PRINCES STREET. ONEHUNGA Phone: 636 7169 Fax: 634 5421    September/October 2010 | 33


NZ Property Council Awards 2010 | Birkenhead Library and Civic Centre

irkenhead library fast   to find favour Libraries are a place for everyone. For children learning how to read, for students fretting over assignments and for the elderly enjoying a book in a warm friendly place. There’s something wonderful about rummaging through the bookshelves and finding a novel that will keep you reading and reading — even when you’ve promised yourself you’d turn off the light an hour ago. Birkenhead residents on the North Shore have been enjoying their new library for the last eight months. Not only is it a true community centre — with meeting and community rooms, a citizen’s advice bureau, a Plunket office, archive space and public toilets — but it has won awards for its design and praise for its ‘bargain basement’ price tag.

Awards won by the Birkenhead Library:

 New Zealand Property Council Award for

The Archoffice, a Ponsonby practice, designed the library and it was built by Mainzeal Construction, with RDT Pacific in charge of project management.

Excellence in the Special Purpose Category, 2010

 Window Association of New Zealand (WANZ) award for Supreme Design Flair, 2010



Architectural Metal Roofing and Wall Cladding We supply and install:

Archoffice architect Brendan Rawson says his first visit to the library site, which overlooks Rangitoto and Coromandel to the east and the Waitakere Ranges to the west, inspired his vision for it. “The architectural concept for the library is based around the narrative of looking through existing trees on site to the view — notions of solid and void, transparency, light quality, dapple pattern and view were considered and then modelled to inform design demands.

“The intention is to have a pleasant quality of light available within the building that subtly changes during the day, leading to the building becoming transparent at night.” Archoffice used a number of innovative materials that were selected to suit the design concept and make sure the building was environmentally sustainable. Laminated ‘purple heart fins’ and ‘Alaskan yellow cedar fins’ are used on the western façade, mezzanine and exterior deck. These serve a dual purpose. They are aesthetically sculptural when viewed from outside and are also practical by acting as sun control (getting the sun in during winter and keeping it out during summer), while cutting down on heating and air conditioning. All the glass in the library and community centre is low E glazed or double glazed. The main space is ventilated using low level motorized louvres and variable fans located in the roof space. Air is drawn through the louvres at the ground floor where it then rises and is pushed out through the perforated ceiling. It doesn’t make environmental sense that in so many buildings in New Zealand the water that flushes the toilets is of the same quality as the water that comes out of our taps. At Birkenhead library, water used for toilet and urinal flushing and also for landscape irrigation is rainwater collected from the roof.

Building the library Attention to sustainability was also given when the building was being created. Mainzeal Property and Construction, the builders for the project, recycled 92 percent of waste material from the site during the entire construction period.

➢ Variety of materials • VM ZINC • Copper • Lead • Stainless Steel • Aluminum • Pre-painted steel • Cor-Ten ➢ Installed in variety of techniques • Standing Seam Trays • Flat Lock Panels • Cassette Panels ➢ Professional assistance with • Material Selection • Design Solutions • Maintenance and Repairs For further information please contact: Rado Botev Email: Mob: 021 713036 Ph: 09 5331238 Fax: 09 5331236 34 | September/October 2010


NZ Property Council Awards 2010 | Birkenhead Library and Civic Centre

  Archoffice

Mainzeal Auckland construction manager John Hemi says this wasn’t just because the building was seeking recognition for its green design and construction, but because recycling construction waste is Mainzeal common practise. Project manager Mike Hanson from RDT Pacific says the community had been promised the library by Christmas 2009, which meant a lot of hard work to finish it on time and on budget. “But the fast build didn’t compromise quality at all — the builders did a good job.” Hanson has been back to the library a few times to ensure it is running smoothly and has received a lot of positive feedback. Architect Brendan Rawson says Mainzeal and RDT Pacific were professional and diligent and everyone involved should be pleased with the result. From start to finish, approximately 350 people worked on the building. The finished product cost only $7.4 million — the price of some upmarket homes.

Quirky features While Birkenhead Library is new and modern, it was important to the architect that it honoured what was there before. The clay brick of the internal annex wall acknowledges the 30-yearold Plunket brick buildings that were demolished for the new library. An undercover drive-by return slot is included in the basement. Library-goers don’t need to park and go into the library just to return a book, they can drop them off in a slot in the basement as they drive through. Rawson believes this is the first drive-through basement library return system in New Zealand. The Birkenhead Library has won the New Zealand Property Council Award for Excellence in the Special Purpose Category. The judges for the award commended the building for its

cutting edge architecture, space planning and design. The library also won an award for its windows. The Window Association of New Zealand (WANZ) awarded the community centre its supreme Design Flair award for 2010. The competition judge, John Sutherland says the library is civic architecture at its best. “What an opportunity for the brilliant use of aluminium joinery given the architect was seeking to make the most of the many long views from this building on the Birkenhead ridge and create a piece of well-designed civic architecture which has both form, substance and gravitas.”

library has been absent from the heart of the Birkenhead business district for over four years. Its return has been hailed with relief and delight, by retailers and public alike and new, enthusiastic first time library users have been joining up in vast numbers. “The return of the library to the Birkenhead CBD has been welcomed by all and is seen by many as the beginning of the revival of the Birkenhead shopping area. “Overall we are delighted with the building, its features and ease of use. But most of all library staff are delighted that the public are already in love with their new library.” — Advertising Feature

147-241 Ponsonby Road PO Box 1144 T  (09) 360 2817 F  (09) 360 9818 E

  Mainzeal Property and Construction Level 10, 385 Queen Street PO Box 3978, Auckland 1140 T  09) 375 2100 F  (09) 375 2102 E

  RDT Pacific

PO 6765 Wellesley Auckland 1141 T  (09) 379 6600 F  (09) 309 1541 E

World consideration Archoffice has entered the library in the World Architecture Festival awards, which will be held in November. While the shortlist has not yet been announced, Rawson is quietly hopeful it will do well as it has been the ‘pick of the day’ and the ‘pick of the week’ on the WAF website. Architect Brendan Rawson says the best part of the whole project is how pleased the community is with the finished product. He has visited the library a number of times since it has been up and running and can’t wait for the surrounding garden to mature. “It’s the best building we’ve done so far. I was lucky enough to have a client that supported us all the way design-wise. “They loved the concept. I think that’s why the community likes it so much — it’s got something. In building it, we wanted to achieve a verdant quality of light, like sitting in forest glade with a book. I think we’ve achieved that. It’s been a real opportunity for the practice.” The library’s manager wrote to Archoffice saying the new building is a success in her eyes: “The

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GGE are proud to be associated with Mainzeal Construction Ltd. and the Birkenhead library project.

The company contributes to the task of ‘mobilising communities for better cities’ through their expertise in the areas of: • City Planning • Civil Design • Urban Design

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Export | Glidepath

Taking care of

Nothing beats the excitement of flying away from a dreary winter for a holiday in the sun. But this excitement can quickly turn to despair if you arrive in Malaysia minus your suitcase, with nothing but your woolly jumper and corduroy pants. For 38 years Glidepath has been providing solutions to the process of baggage handling in airports. From creating the high-tech control systems to manufacturing and supplying the machinery, Glidepath takes care of every aspect of this complex system. It started back in the early 70s when more and more people were flying overseas for business or holidays.

nine countries. There are now 230 Glidepath employees around the world with 100 in New Zealand. All the Kiwi employees work in Auckland, where Glidepath’s head office is based.

Managing director Ken Stevens bought an engineering company in 1972, hiring a few employees. In the last four decades, he has turned the company into a multinational, multimillion dollar business. Glidepath has worked in 61 countries, with offices set up in

Marketing manager Kristy Housley says Glidepath takes care of every aspect of the baggage handling puzzle — meaning clients can place one order for a complete solution. “Beginning with consulting services to scope out clients requirements, we provide the design,

we manufacture the equipment and project manage the installation. We provide our own inhouse developed state-of-the-art software control systems and we can integrate existing airport information systems and security or explosive detection systems. “We also offer after-sales services including a 24/7 helpline, operations and maintenance and spare parts sales.” Glidepath operates from two fully integrated manufacturing facilities in Dallas, Texas and in Auckland. In addition, subsidiary companies are located in Canada, Latin America, India, South Africa, China and Australia. At the head office in Auckland, a highly skilled team of project managers and mechanical, electrical, software engineers support the company’s technology and marketing programmes.

Big projects Glidepath is currently installing the baggage handling system for the new terminal being built at Christchurch Airport. In May 2010, the system built for the King Shaka International Airport in Durban, South Africa, was opened with no issues — and on time to serve as a gateway to Natal for the 2010 FIFA World Cup. MULCAHY ENGINEERING is a proud supplier to GLIDEPATH LTD

Glidepath tested the Durban system extensively between January and March, with intensive

training in April for operations and maintenance staff. This involved test scenarios to ensure the airport and staff were prepared and well-trained for unexpected events. Housley says the fact that the new process is working smoothly in South Africa is “quite a feat” for a brand new airport designed to cater for over seven million passengers per year. Glidepath is focusing on off-shore strategies, making sure it has staff in key markets. China and India are particularly high on Glidepath’s list, as the emerging middle classes in these large markets begin to travel more frequently. Housley says the company is also making significant investments in R&D to ensure it maintains the high quality products, systems and service clients have come to rely on. Glidepath is heavily focusing on the development of new software solutions. All this means that if you are travelling through airports with a Glidepath baggage handling system in place, your suitcase with its much needed contents should be guaranteed to arrive safely with you. Glidepath Ltd 30 Cartwright Road Glen Eden, Auckland 0641 T  (09) 818 3354 F  (09) 818 9994 E

— Advertising Feature

Rockwell Automation is in the business of helping manufacturers and machine builders become more successful. Rockwell Automation congratulates Glidepath on their success in local and global markets.

• Rockwell Software 36 | September/October 2010

Export | Wellington Drive Technologies

energy conservation It saves millions of dollars for companies every year, yet Wellington Drive Technologies CEO Ross Green says it’s a simple business. But there’s no doubt it’s doing amazing things — globally. The Auckland based company supplies electricity saving, electronically commutated (EC) motors and fans worldwide, commonly found in vending equipment refrigeration units for supermarkets, ventilation and air conditioning systems. The motors are predominantly made from industrial plastics, as opposed to the more traditional stamped metal parts, providing advantages in cost, performance and reliability. In commercial refrigerators Wellington Drive’s motors use as little as one quarter the power required by conventional types, while doing the same job. That adds up to large power bill savings worldwide. The company traces its origins back to the early 1980s, but as with many operations of its nature, Wellington Drive Technologies has really come into its own in the last 10 years. “It’s a classic story of how long it takes for a genuinely new product to get real traction in the market,” Green says. “It’s not unusual to trace new technology back 20 years before it appears as products. The larger the innovation, the longer it takes to manifest itself in the world.” It certainly rings true for Wellington Drive Technologies which had several false starts before becoming the organisation with global reach it is today. The company was initially a development, patent holding and licensing organisation. “It staggered on in an enthusiastic — but amateurish — fashion for the best part of 20 years until a misadventure in the US in the 1990s. Rather than concentrate on what customers needed, like many enthusiastic

companies, Wellington thought customers would buy an idea — projects not products. It failed.” In 1999 Green was appointed with the task of rebuilding the company. “In 1999 we had one employee — me.” The restructure meant getting rid of large liabilities, putting together a business plan for the investors to consider and rebuilding the company’s team, before starting on the product lines. “Despite the recession last year’s revenue growth was 57 percent, but more importantly our commercial refrigeration products are pretty much world leaders now and we grew that business by 105 percent.” Wellington Drive Technologies has worked hard to forge its name and market share in a traditionally restrained industry. “Electric motors have been available in the same form since the turn of the last century. It’s a very large and terribly conservative market. The technology we employ is the closest thing to a paradigm shift in that market.” But first it had to enter the market. “To get the volume we now have, you have to first be able to support the needs of global companies.” Wellington Drive Technologies can now lay claim to servicing the needs of the global Coca-Cola Corporation — and Green says that it took much more than an “impressive presentation and 3D graphics” to obtain business with them.

and engineering people through factories where you can build the millions of products a year they potentially need. They have to know you can do the job before they even look at you.” It takes substantial investment to set up a global network. “The casual observer will see us reporting losses on the stock exchange and wonder how we can still be in business. Those losses reflect the costs of setting up the global network necessary to meet customers’ needs. We’ve set up plants in Asia and built a global sales reach, all to support customers. “All of this has demanded a high level of shareholder support and without them we wouldn’t have been able to do it. What I am most pleased about in this journey is our growth — we’re finally on the threshold of delivering reasonable returns for people who have backed us patiently through some tough times.” Speaking of gains, Green says that because electric motors are ubiquitous, the aggregate

effects are enormous. “We’ve already supplied in the vicinity of 600,000 products to Mexico mainly for Coca-Cola equipment there. That’s reduced the country’s energy and carbon emissions by a measurable fraction — equivalent to taking roughly 150,000 cars off the road and the electricity saved by our motors is worth roughly US$90 million each year. “Conventional small electric motors are grossly inefficient. They waste some 85 percent of the electricity put into them. “Our products don’t do that — they’re quieter, better and designed and developed in New Zealand.” Wellington Drive Technologies 16-22 Omega Street Rosedale North Shore City T  (09) 414 6590 E     — Advertising Feature

“To work with Coca-Cola they have to be confident they can use your product throughout their global organisation. That means substantial field testing, taking their supplier auditing group

Proud Supplier and Supporter of Wellington Drive Technologies

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Property and Construction | Peter Swan Limited

Food for thought …

One man’s specialist approach to food handling facilities has resulted in a business with a second-to-none reputation… It is a competitive old world these days and establishing a reputation for excellence takes some doing, but it’s exactly what Peter Swan Limited has done. The Auckland-based professional design company has forged itself an international reputation as professional engineers, architects and project managers specialising exclusively in the food industry. Within this industry, Peter Swan specialises in the design and delivery of processing, chilling, freezing, cold storage and materials handling projects to clients in the food industry. Company director Peter Swan has a background in structural engineering, first with the Ministry of Works in Wellington and then in private practice. After gaining experience both within New Zealand and overseas, he looked to move away from designing high-rise office buildings, a sector of the building market that is highly subject to fluctuations in the economy. “High-rise buildings are exciting when you’re doing them but when the economy goes into a hole, your business suffers badly,” he says. “In 1980 I decided it made a lot of sense to take a specialist interest in the food industry, which always has been, and remains, the heart of New Zealand’s economy. It’s a sector which continues to perform when the rest of the economy is having a downturn.”


Peter Swan Limited recently completed work for ABB Grain in Tauranga

Dawson Street, Timaru T. (03) 688 4134, F. (03) 688 4864 E. W.

Peter Swan Limited was formed in 1990. Since then it has continued to increase its knowledge within the food industry. As a small country highly dependant on the export of its primary products, New Zealand has developed an innovative and efficient food processing industry to compete effectively in world markets.

Branches Christchurch, Dunedin, Wellington, Napier and Hastings


We have enjoyed our long and happy association. We are proud to have worked closely with Peter Swan Limited on many projects over the last 20 years and extend our congratulations for achieving this milestone

For the latest in Food Processing Technologies contact Tony Rumbold Scanz Technologies Ltd | phone 09 520 2544 | w.

May the next 20 years be just as successful

Proud to be associated with Peter Swan Limited CAPRI CONSTRUCTION w w w. c a p r i c o n s t r u c t i o n . c o . n z 38 | September/October 2010

Property and Construction | Peter Swan Limited

This field of design is complex and demanding, requiring precise and exact standards of engineering and architecture.

Forming relationships The design process adopted by the Peter Swan team means the company becomes deeply involved in its clients’ businesses. “We develop a close relationship with our clients, which is very satisfying for all of us as professionals. We become very much a part of their team and this frequently becomes a longterm relationship,” Swan says. “The buildings we do have a clear function and we consider optimising our designs in response to this function, which allows us to make a real contribution to our clients’ businesses and also to the New Zealand economy. “When designing commercial buildings where you’re not in touch with the occupiers, it can be a remote and less satisfying design experience. “We know what our buildings will be used for and who will be using them and that gives us a real sense of satisfaction.” Much of Peter Swan Ltd’s work is carried out in small towns and cities throughout New Zealand — the heartland so to speak. “It gives us a real sense of satisfaction to experience the backbone which rural New Zealand provides to our economy and to become familiar with the people who drive it.” About 20 percent of the company’s work each year is carried out overseas, in such regions as the Middle East, Asia, Russia and the Pacific.

Much of Peter Swan Limited’s work is in small towns and cities throughout New Zealand, including the Bidvest NZ site in Palmerston North

Offshore projects Peter Swan Limited’s knowledge base allows it to compete on an international level for design work within the food industry. Director Peter Swan says the overseas work gained by the company has made a significant contribution to its business, particularly in the past 15 years. “We keep a very strong home base, but it’s a nice addition to our home market,” he says. “The overseas opportunities take us to some interesting parts of the world.” Advances in communications and technology in recent years have also made it possible for the company to carry out overseas projects efficiently. “There’s no way we could’ve done what we do now 20 years ago. We can be working on a project in Malaysia or Saudi Arabia and we can use the time difference to good effect. Yesterday’s problems on site can be solved overnight in Auckland and the revised designs and drawings emailed back to site for use the next day.”

Swan says New Zealand has a good reputation within the international food industry.

Peter Swan Limited has successfully completed projects throughout New Zealand, Australia, Russia, American Samoa, Malaysia and Papua New Guinea. The company is currently working on projects in Saudi Arabia and Russia.

“As specialist food industry designers, that rubs off on us a little. Hopefully we add to that reputation, but we also benefit from that reputation, so that when we go offshore, being from the New Zealand food industry means we get a hearing that possibly wouldn’t happen in other fields.”

“Our most recent offshore project is a poultry processing plant in Saudi Arabia, which we’ve been working on for about six months,” Swan says. “We’ve been involved in a job in Sri Lanka — a tuna canning plant — which is still waiting to go ahead. We’ve also been involved in a number of other Sri Lankan projects.”

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Peter Swan Limited’s portfolio of recent international work also includes an aquaculture project in Singapore, a large tuna plant in Papua New Guinea, tuna plants in Fiji and American Samoa and cold stores in Kuala Lumpur and Penang in Malaysia. “Malaysia was very short on temperaturecontrolled infrastructure to handle their fish and were losing up to 60 percent because of lack of ice and cold storage,” Swan says. “We’ve also done three projects in the far east of Russia, which involved two cold stores and a beer brewery. We’ve continued working on projects up there, but these have been difficult to get off the ground in recent years.”

Extensive knowledge base Swan says the reason the company has become successful internationally is its amount of knowledge and experience within the food industry. “If an overseas market has people with the same knowledge base that we have, there’s no way we would try to compete. But if we have something to offer which they don’t have locally then we’re in with a good chance,” he says. “That’s what being a specialist is about — we’ve got knowledge that gets us opportunities that we wouldn’t otherwise get.” Feature continues on next page >>

The DirecTors of Q consTrucTion LimiTeD have prouDLy workeD wiTh peTer swan LimiTeD for over Ten years, sharing Their commiTmenT To buiLDing sTrong reLaTionships wiTh cLienTs. Q Construction’s core business expertise is in

• Commercial Construction

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At Q, it is essential that all stakeholders take pride and enjoyment in the process as well as the result. Together we build strong relationships and sturdy structures. For more information on our company visit Q Construction Limited Level 1, 250 main road kumeu po box 132, kumeu, auckland 0841 ph: 09 412 5233 /fax: 09 412 5234

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138St,Halsey St, City Viaduct 138 Halsey City Viaduct 138 Halsey St,Tel: City Viaduct Tel: (09) 302 (09) 4027302 4027 Tel: (09) 302 4027 Fax: (09) Fax: 303 (09) 1404303 1404 Fax: (09) 303 1404 A Division of Aotearoa Fisheries Ltd A Division of Aotearoa Fisheries Ltd A Division of Aotearoa Fisheries Ltd    September/October 2010 | 39

Property and Construction | Peter Swan Limited The Peter Swan Limited team is capable of dealing with all regulations regarding the food industry, despite the continually changing nature of these regulations. “We’ve built up this knowledge base over a period of many years. I’ve now been doing this for 30 years,” Peter Swan says. “With every situation we go into we learn a bit more and we see applications from one part of the food industry which quite often trigger thoughts about what might work elsewhere. “It’s about having your focus on outcomes for that length of time.”

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Product Development Food Safety Process Development Food Technology Services Quality Services

Proud to be associated with Peter Swan Ltd. Sorensen Laboratories 57A Krippner Rd, Puhoi, PO Box 404129, Puhoi 0951, Rodney District, NZ Email: Phone: 09 422 0441 Mobile: 021 706 034 Fax: 09 422 0449

Experienced leadership team Peter Swan Limited employs a team of highly skilled architects, engineers and project managers. The team of 20 has recently gained a fifth director and shareholder, Aaron Trembath. Trembath is heading the company’s architectural department and has 20 years’ experience working in New Zealand and the United Kingdom on a range of projects. Director Peter Swan says Trembath is providing excellent leadership and inspiration. “We have an excellent staff of committed professionals. We’re proud of them and appreciate the contribution they make to what Peter Swan is all about.” Swan is an engineer with 40 years’ experience, having spent 35 years as a practice partner.

Specialising in the field of industrial buildings in the food industry for the past 30 years, Swan formed Peter Swan Limited in 1990 to specialise exclusively in consultancy services to the food industry and related projects and has developed a considerable reputation in this field, both within New Zealand and internationally. Director Phil Meyer-Smith is an engineer with 24 years’ experience, of which 18 years have been with Peter Swan Ltd specialising in cold storage, food processing factories and breweries. Meyer-Smith has been the design and project engineer on developments throughout New Zealand, Australia, Russia, American Samoa and Malaysia. Director Gordon Lindsay is an engineer with 35 years’ experience. He has spent 13 years dedicated to meat industry projects and advanced to engineering manager for Waitaki International before joining Peter Swan Limited in 1995. Lindsay has extensive knowledge of New Zealand’s primary industry and projects. Director Brett Burridge is an engineer with 20 years’ experience and has been with Peter Swan Ltd for five years. Burridge is a skilled structural design engineer, having honed his skills on highly competitive, low-cost industrial steel buildings for the poultry industry.

Special Auckland project These directors have led many specialist and complex projects within New Zealand’s food industry. Swan says the company is undertaking an interesting project at Auckland Airport, due to open mid next year. The project, named the New Zealand Food Innovation Centre, is still in the design stage. It will be available for rent by

individuals or companies wanting to develop new commercial food products. “It’s going to be built to the highest standard of hygiene so anything that comes out of it can go worldwide. It will contain the highest level of equipment and technology and people will rent the facility with all the equipment installed, to do a trial production run of their product.” While it will initially involve four units, Swan says there is the capacity to double this number if required. The project is government funded and supported by Enterprise Manukau. It is owned by New Zealand Food Innovation (Manukau) Limited. Swan says it is a typical project undertaken by Peter Swan Limited. “The brief is to build it so that it will be a showpiece. People can hire the place and fly up their clients to see them producing the product. It’s to showcase New Zealand food,” he says. “People can hire it for as long as they like and one unit already has enquiries totalling 600 days. There’s definitely a strong interest in it and it’s an innovative move.” Peter Swan Limited is also undertaking a range of other domestic projects, including the rebranding of Burger King in New Zealand, which will involve building several new restaurants, as well as refurbishing existing sites, and a recently completed $30 million feedmill for Viterra Limited in South Auckland. Expanding the network of temperaturecontrolled distribution centres for Bidvest NZ Ltd is an ongoing work in progress, with Auckland, Wellington, Christchurch, Rotorua, Palmerston North and Queenstown now being joined by the current project in Tauranga.

Town Planning and ResouRce ManageMenT consulTanTs

We congratulate Peter Swan Limited on their 20th anniversary and wish them every success for the future

Specialists in:

i i i i

Resource Consent Preparation Submissions on Resource Consents and District Plans Environment Court Appeals and Evidence Planning and Land Development Advice Throughout greater Auckland and other areas.

Phone (09) 526 5070 40 | September/October 2010

Property and Construction | Peter Swan Limited

Bidvest NZ Ltd in Albany has recently been expanded

Specialist design services Also on offer is a full range of services relating to the design, engineering and project management of every type of food industry project conceivable. The company’s main design office in Auckland is equipped with the latest CAD systems, with all workstations linked through a central file server. The latest in communications technology is employed, ensuring documentation and drawing delivery is achieved electronically between offices in any location in New Zealand or overseas in a matter of minutes. Peter Swan Limited’s work involves total project management, including feasibility studies, reports, budgeting, preliminary designs, local authority consents, food regulation compliance, detailed design, contract documentation, tendering and construction management. As a food industry specialist, conceptual process design is carried out to incorporate the latest industry developments, to provide maximum operating efficiencies, and to meet current operating and hygiene standards and regulations. Design development is carried out in close co-operation with the owner’s management and engineering personnel.

Materials handling is a key element, achieved by integrating traditional industrial building materials with modern finishes to enhance the form of the building and install a pride in the owners and users. Regardless of budget, they strive for buildings of excellence in appearance. The company offers design and construction expertise in earthworks, roading, heavy duty paving, drainage and site services, as required for heavy industrial trucking and container yards, often incorporating railsidings. The team has extensive experience in the design and construction management of industrial buildings, as well as specialist experience in optimising cold store and industrial building steelworks for cost and speed of construction, and the benefits of the structural performance of insulated sandwich panels. The refrigeration company undertakes the design and commissioning of hot and cold water systems, heat recovery, ventilation and piping design and the evaluation and specification of industrial plant. It has an in-depth knowledge of food and hygiene regulations.

Cold storage and refrigeration Cold stores and cool stores have been included in many projects, sometimes as stand-alone

It made a lot of sense to take a specialist interest in the food industry, which always has been, and remains, the heart of New Zealand’s economy. It’s a sector which continues to perform when the rest of the economy is having a downturn.” Peter Swan projects and sometimes included within larger scope commissions. Peter Swan Limited is recognised as an innovative leader in cold store and cool store design. Exacting standards and details are required, especially for below freezing conditions. It also has extensive experience in the design, tendering and selection of industrial refrigeration equipment, as well as the specifying and selection of blast, plate, spiral freezers and mechanised carton tunnel freezers.

perceived through to commissioning. Planning, leadership, resources and systems are all critical factors for successful delivery. Through the appointment of a construction manager with experience in the multi-discipline components of cold storage and food processing projects, Peter Swan Ltd is able to ensure quality is maintained, while also making significant cost and time savings. The company also provides a property management service, specialising in temperature controlled facilities, with building reports and ongoing maintenance reporting.

Project and construction management Peter Swan Limited is usually engaged as principal consultant for specialist projects. Its engineers and project managers are specialists in the total delivery of cold storage and food processing projects. They offer a single-point responsibility from the time the project is first

Peter Swan Limited Level 7, Albert Plaza 87-89 Albert Street, Auckland T  (09) 373 5880 F  (09) 373 5883    — Advertising Feature

Congratulations to Peter Swan Ltd on their 20th anniversary. Proud and successful business partners for over a decade.    September/October 2010 | 41

Property and Construction | Pakuranga Park Village/Gibson O’Connor

Village living in a park-like setting


5 reasons to call us now! 1. Full range of waste solutions - gantry bin & skip hire, rubbish & waste removal & recycling. 2. Residential and commercial waste solutions across the entire Auckland region. 3. Very competitive prices - no hidden costs or confusing contracts. 4. Great service, careful drivers, always reliable and friendly. 5. Dedicated account manager who understands your waste management requirements, short-term, long-term or permanent.

Phone: 09 636 2244 Fax: 09 636 2240 8 Alfred Street, Onehunga, Auckland 1061 PO Box 51874, Pakuranga, Auckland 2140 Email:

“your waste is our business” absolutely!

When your mind and body seek relaxation and it is time to turn the focus back to you and your needs, Pakuranga Park Village can accommodate. In this interactive lifestyle community, you can exercise your independence, re-engage your social side and rest easy in an environment that has your personal and financial security in mind.

Established more than 20 years ago, Pakuranga Park Village is set on more than 30 acres of park-like grounds in among a hive of recreational activity. Close to Half Moon Bay marina and its ferry service to downtown Auckland and Waiheke Island, Pakuranga Park Village is neighbours with Highland Park shopping centre and Howick Village. Westfield Plaza Pakuranga and Botany town centre are only a short distance via easily accessible public transport. Pakuranga Park Village offers residents a dinner service 365 days a year and a restaurant evening once a month with an a la carte menu. Roast dinner and fish and chip nights are held fortnightly and monthly and residents can partake in shopping excursions, movies, concerts, day trips and bowls in the company of like-minded individuals. The village has 191 villas, 31 serviced apartments and a 40-bed rest home. Villas offer either one bedroom with a carport or two bedrooms with internal accessing single or double garaging. The serviced apartments offer studio and one or two bedrooms.

In order to accommodate the growing demand for secure, maintenance free living, 39 luxury independent living apartments and new community facilities are being developed by building firm Gibson O’Connor. The three level extension will have two wings and will connect to the existing lodge building. The development will include one bedroom, one bedroom plus study and two bedroom plus ensuite apartments, including three large one bedroom apartments that could accommodate wheelchair bound residents.

Proud involvement Gibson O’Connor’s construction director Gavin Brannigan says the company is particularly proud of its involvement with the Pakuranga Park Village development. “Given that Gibson O’Connor has been in business 53 years, the company has a longstanding reputation and history of quality building,” he says. “We are a company that continues to employ experienced, indentured tradesmen to carry out all insitu concrete, carpentry, framing and finishing. In this way, we

PAPAKURA Residential • Commerical • Industrial

Proud to be associated with Pakuranga Park Village

• Concrete Work • Drilling and Rock Breaking • Laser Grading

Call 021 834 379

Building B will see the establishment of 27 apartments on the ground, first and second floors with northerly views of the top of Rangitoto Island and westerly views of the bowling green, city and Sky Tower. With the development due for completion Christmas 2010, Pakuranga Park Village has applications for licenses available now.

— Advertising Feature

• Kerbing and Roading • Asphalt

Ground floor facilities in the new Building A include an indoor lap pool, sauna, spa pool, gymnasium, library, billiards room and function centre. The building will incorporate 12 apartments on the first and second levels, some of which will have westerly views over the bowling green, towards the city and Sky Tower.

Gibson O’Connor 54 Lunn Avenue PO Box 11-200 Ellerslie, Auckland 1542 T  (09) 570 3300 F  (09) 570 3301 E

Commercial and Residential

• Siteworks

Of the incentive behind the development, Pakuranga Park Village director Kevin Murphy says, “The development will renew our community facilities so they are more up to date. The development will also add new dimension to the village and allow us to offer new tiers of accommodation.”

Pakuranga Park Village Fortunes Road PO Box 51-523 Pakuranga 2012 T  (09) 576 5990 F  (09) 576 4154 E


• Excavations

can guarantee the quality of the finished product delivered to our clients.”

INDUSTRIAL • COMMERCIAL SERVICE • CONTROLS ENERGY MANAGEMENT For over 40 years we have been providing top quality commercial and industrial design and installation works. With bases in Penrose, North Shore and Hamilton we are well placed to service your needs. Pleased to be associated with Pakuranga Park Village

Unit 1, 41 Elliot Street Papakura 2110

Ph. 09 298 8173

“Totally Dependable”

42 | September/October 2010


Property and Construction | Civic Contractors

Specialist team cleans up city streets

We are extremely innovative… providing a real value for money service. We use modern and effective equipment, technology and processes with a high level of IT in our communications.

It is quite amazing how much of a mess a few people can make. And it’s just staggering how much carnage a good-sized gathering can cause. This is where Civic Contractors does its usual fantastic job, cleaning up after some of the biggest and messiest events in New Zealand, restoring cities to their previous glory.

“We provide graffiti removal services, road sweeping, toilet cleaning, litter control and pickup, mechanical sweeping of pavements and footpaths, mechanical scrubbing, water blasting, steam cleaning, gum removal and waste management for events.”

We are eagerly awaiting the resolution of the supercity; it will be a big change for service providers like us, but we are looking forward to it.

While the industry may have cooled somewhat due to the impending amalgamation of the region’s councils, the future is looking bright for the company. “Almost everyone you talk to in provision of services has no idea what to expect going forward. We are all eagerly awaiting the resolution of the supercity; it will be a big change for the council and a big change for service providers like us, but we are looking forward to it.” Today Civic Contractors is a major player in the cleaning and waste management landscape of Auckland. While it is a competitive industry to work within, Civic Contractors competes with a vast set of key points of difference. “We are extremely innovative, we believe in providing a real value for money service and substantial value in our quality and range of services. We use some of the most modern and effective equipment, technology and processes with a fairly high level of IT in our communications.”

“We are very eagerly awaiting the Rugby World Cup 2011. With our range of services from graffiti to clean up work, we are extremely well prepared to handle events of this scale, having performed similar works at America’s Cup events which attracted crowds of up to 100,000 for the semi-finals and finals.”



A sister company, Civic Contractors Bay of Plenty Ltd, carries out similar work in the Tauranga and Whakatane districts. “We’d like to expand our service capability even further outside of Auckland. We believe we have a model that works very well and have explored the potential to operate in other areas. “We handle such a vast range of services to such a high quality rate that we believe other regions should be benefiting from this service.” Civic Contractors 128 Halsey Street Viaduct Harbour Auckland T  (09) 377 7873 E    

— Advertising Feature

The company’s graffiti contract is run through a real-time database, which allows field staff to receive incoming jobs as soon as they’re logged into the system.

civic fleet is If you have a fleet of vehicle s, Civic Autom otive ss and here to help. You can focus on your core busine spend less time on fleet mana gement. ime We can reduce your runnin g costs, vehicle downt and increa se your contro l. and Some of the service s we provid e are, mecha nical fleet auto-e lectrical repairs, insura nce crash repairs, tidy ups, and everyt hing in betwe en. We can provid e tyres, batteries, and much more. nce We can also provid e F leet Mana gement assista needs. tailored to your To find out more call Bruce or Stuart on

It’s a particularly successful model, which is illustrated by Civic Contractors’ ability to meet the demands of large scale events.

0800 500 205

But strategy is second nature to Civic Contractors which has been operating for 30 years. Established in the 1970s and incorporated in 1987, Civic Contractors specialises in all facets of clean up operations, general manager John Carroll says. “We essentially started with small phase toilet cleaning and basic cleaning operations. Gradually over the years we have increased our service range, with a substantial increase in the last 10 years.

It’s an extraordinary range of services for one company to provide, but with 130 staff members on the books, it is able to provide all those services efficiently and effectively. “We service all the cities in the greater Auckland region,” Carroll says. “Predominantly we work on a contract basis for local bodies, regional councils and property trusts, but we do some work for private organisations.”

The Farmer’s Christmas Parade is one such event the Civic Contractors team cleans up after. Attracting more than 250,000 people, 4000 participants and 280 Christmas creations along a 2.2 km route, it is one of New Zealand’s largest annual events and requires strategic planning in its clean up operation.

Calvotech Installations are your Automotive and Marine specialists. We not only cover Auckland, we have a Nationwide network of Installers. Call us now to discuss all your Alarm, Audio, Cellular carkit, or G.P.S. tracking needs.

Ph 303 2955    September/October 2010 | 43

Property and Construction | Rosedale Wastewater Treatment Plant Outfall/AECOM


utfall adds to sustainability

Tunnel and outfall facts Cost: Total length: Tunnel diameter: Outfall diameter: Maximum flow capacity: Designed lifetime: Tunnelling method: Dredging method: Nature of ground: Completion date:

$116 million 5.4 kilometres 2.8 metres 1.6 metres 6 cubic metres/sec 100 years Tunnel boring machine Barge mounted digger Waitemata Series Rock 2010

Creating sustainable, environmentally sensitive and strategic results for its client base has been the defining purpose of one global company since its inception. With offices in more than 100 countries throughout the world, the cross-pollination of knowledge, insight and global expertise between its branches, has ensured AECOM, an organisation of creative excellence, can maintain the reputation it has forged as a smart and efficient solution provider. AECOM has been operating in New Zealand for more than 90 years. There are 3800 professionals working in more than 20 offices throughout Australia and New Zealand. Its professional portfolio includes major infrastructure projects like the Rosedale Wastewater Treatment Plant Outfall. Part of the North Shore City Council’s commitment to the environment and community health and safety, this project saw AECOM become the NSCC’s appointed professional services consultant.

44 | September/October 2010

A $116 million development, the outfall has replaced the vintage and much smaller existing Red Bluff outfall pipeline built in 1958. The new outfall’s original design was provided by Worley and Downey (now AECOM). To date, the Red Bluff outfall has transported treated effluent 600 metres out from Kennedy point, but has reached the end of its service life.

The Rosedale Wastewater Treatment Plant Outfall project commenced in 2003 with AECOM retained as the owner’s engineer. The collective assigned to this project was comprised of AECOM representatives in New Zealand, Australia, the United Kingdom and the United States of America, with sub-consultants Tonkin and Taylor. Preliminary phases undertaken by the AECOM team included route selection, options analyses and procurement strategy assessments. AECOM was also responsible for the development of the specimen design, preparation of the contract documentation and project management through the tender selection and award process. Once awarded the contract, the company worked in conjunction with the main contractor, McConnell Dowell and its designer, Connell Wagner-DC Limited. The company also completed the administration of the design and construct contract, a review of detailed design and method statement submissions, as well as construction surveillance

and observation services during the physical construction works, to help NSCC fulfill its contractual and statutory obligations under safety and environmental legislation. Following some optimisation of the selected route, the contract for the design and construction of the works was let in 2007 and AECOM was retained as the engineer for the construction phase of the project. In October 2007, physical works began on the project and were completed by late July 2010.

Life expectancy Part of project CARE (a long-term programme devised to substantially reduce the number of outflows onto beaches and to improve the quality of effluent discharged from the treatment plant), the new tunnel and outfall has a 100-year life expectancy and will convey highly treated effluent to discharge via a diffuser 2.7 kilometres offshore from Mairangi Bay into the Hauraki Gulf. The new outfall incorporates a cascade drop shaft and a three kilometre long concrete segmental lined tunnel, connected to a high density polyethelene marine outfall pipeline buried in the seabed. The 2.8 metre diameter tunnel section has been constructed with the application of an earth pressure balance capable tunnel boring machine — her name was Amelia Rose.

Property and Construction | Rosedale Plant Outfall/AECOM

Property and Construction | Hines Electrical and Security

Family takes charge in leading business The Canadian designed and built tunnel boring machine, named after the three-year-old daughter of McConnell Dowell Constructor’s tunnel project manager, Amelia Rose was lowered down into the 45 metre shaft at the top of the outfall in November 2008. She worked seven days a week, 24 hours a day, almost every day, to dig the 2.6 kilometre tunnel to Mairangi Bay Beach. Controlled by an operator sitting behind the cutting face of the machine, Amelia Rose is a revolutionary technology. When operational, spoil was removed from the machine’s cutting heads on a conveyor before being loaded into a train of hoppers. These were then pulled back up the tunnel and the spoil was taken to the surface and dumped into a specially constructed landfill site in the treatment plant grounds. The trains were then loaded with concrete tunnel segments, which were brought up behind the tunnel boring machine as it moved forward. These segments were then carefully placed behind the machine and cemented into place to form a permanent liner. As it descended from the ponds towards the sea, the tunnel made a number of wide turns, to stay within public land as much as possible. The tunnel lining segments, designed to form a three-dimensional, curving jigsaw (which avoided the need for hundreds of uniquely different tunnel liners), were a major design and logistical challenge for the contractor, who wanted to make a standardised set of tunnel segments that would allow the lining to be

placed in the tunnel easily and accurately, while still providing for changes in directions. Of challenges faced, AECOM engineer representative Bryan Smith says, “We had to manage a number of difficult ground conditions and design related contractual issues and also supervise the construction, ensuring that quality and safety issues were resolved to everyone’s satisfaction. “At one point we had a tunnel being excavated, a pipeline being manufactured and welded, concrete blocks being fabricated, glass reinforced plastic shafts being produced, all at different sites and a barge was laying the pipeline in a seabed trench. This was all happening at the same time.”

Electricity is a general term which encompasses a variety of phenomena resulting from the presence and flow of electric charge. It’s much like success in business, which results from the presence of dedication, reputation and good old business acumen. Hines Electrical and Security is a family-owned business which possesses all these attributes. It is little wonder the business continues to go from strength to strength and has just reached its 17th anniversary.

Despite the multiple challenges presented to AECOM, Smith says of the new outfall, “It will bring great advantages to the North Shore community, improve the environment and provide greater outfall capacity to the wastewater treatment plant — the new outfall has six times the capacity of the old one.”

Established in 1993, Dominic Hines and his wife Maria run a close-knit unit at Hines Electrical. The team’s experience ranges from wiring factories and shops, to installing single security lights in residential houses and from a simple home alarm to a fully monitored commercial system.

AECOM services include: Architecture, building engineering, design and planning, economics, energy, environment, government, infrastructure services, mining, programme management, transportation and water.

The rapid expansion in electrical technology has transformed life as we know it. So it’s little surprise the electrical industry is constantly changing and adapting to suit its ever-changing needs. Hines Electrical is keeping up with these changes in both facets of the business. Constant research into the latest security trends and the recent inclusion of heat pumps to its already

AECOM PO Box 4241 Shortland Street Auckland 1140 T  (09) 379 1200 F  (09) 379 1201 E     — Advertising Feature

vast array of services allow the company to continue meeting the needs of its customers.

Meeting those needs is at the very essence of a competitive business landscape. But Hines Electrical stands out from the crowded marketplace by ensuring it is always at the top of its game. “We stand out from competitors by doing a good job,” Maria Hines says. “We provide professional follow up, exceptional customer service and the after sales back-up. And as far as our products go, we only install the best. “The industry is competitive, but over the years we have built up the customer base and with our level of after sale service, people tend to come back to us.” So what does the future hold for this family business? “What we have got going on at the moment is working really well. While we are constantly adapting and looking into better ways to do things, if it’s not broke, don’t fix it.”

Hines Electrical and Security PO Box 52-057 Auckland T 0800 287 452 E      — Advertising Feature

Pleased to be a key service provider for the Rosedale Outfall Tunnel Project


NEW ZEALAND WIDE PH 0800 622 545 • EMAIL •

On Time Every Time and We Clean Up – Guaranteed – or the First Hour Is FREE

Congratulations to McConnell Dowell on another successful project • Pile driving & drilling - any size • Steel, concrete or timber piles • Track mounted machines • Low headroom piling

• Difficult access piling • Underpinning • Crawler cranes • Retaining walls Email: Phone: 09 236 8016 Fax: 09 236 9062

Proud to support Hines Electrical    September/October 2010 | 45

Property and Construction |

Drainage While we may take for granted the simplistic features and consistent functionality of systems in our residential space, fact is, beyond the bricks and mortar exterior of our homes, lies a finely tuned and interactive network. Often nestled in places they cannot be seen, these bits and bobs, gizmos and gadgets, circuits and systems for all their technological complexity, make our life easy.


Our expectation that things should always work as intended has been indulged by professionals who work tirelessly to ensure this is the case before and after the installation of these systems. One New Zealand business has maintained a longstanding commitment to implementing drainage systems which enable us to enjoy clean, healthy and highly efficient households. Specialising in all aspects of drainage for housing, on-site wastewater treatment plants and watertank installation,, based in Takanini, South Auckland, completes drainage for approximately 650 houses in an average year and group builders constitute a significant part of the business’ operation.

Established 25 years ago, was built upon the foundations of efficiency, integrity and professionalism laid by its founder Rodger Williamson. A registered drainlayer since 1983, when he worked with his father, Williamson’s long history of self-employment opportunity was the catalyst for the business.

What offers:  Costings from your plans  Site set-out  Supply of all materials at highly competitive prices  Excavation of trenches and bedding with the company’s own fleet of machines  Expert installation of drains by highly experienced staff  Liaison with the foundation contractor, plumber, electrician and other contractors  Experienced people  Backfilling and supply and placing of hardfill  Installation and supply of water tanks  Watermain installation  Arranging of council inspection and approval and completion of asbuilts for local authorities  Supply and insulation of Oasis Clearwater Wastewater Treatment systems  Consistent quality and cost focus for the client.

PROUD TO BE ASSOCIATED WITH DRAINS.CO M. 027 218 9855 | P. 09 273 5666 | 36 Cryers Rd, East Tamaki, Auckland |

• Supply of all materials including pipes, fittings, bedding material and hard fill. • Materials are purchased in bulk allowing extremely competitive prices • TP 58 wastewater design • Digging trenches and back-filling with our fleet of machines • Installation of drains by experienced staff • Liaison with the foundation contractor, plumber, electrician and inspectors

70 Spartan Rd, Takanini, Auckland. Phone 09 267 8229, Fax 09 267 877,

46 | September/October 2010

• Back-up and maintenance service for drainage problems occurring after installation • Excavator and bobcat hire for service trenches and site works • Supply and installation of Oasis Clearwater wastewater treatment systems • Septic tank supply and installation • Supply and installation of both concrete and plastic water tanks

Property and Construction |

dramas director Graeme Garchow says the company has a strong ethical base and a committed team of employees.

Leading technology

“We believe in honesty, trust and paying our bills on time.

As the authorised South Auckland distributor for the Oasis Clearwater series, has access to technology that has revolutionised the disposal of wastewater in environmentally sensitive areas.

“We do what we say we are going to do and like to think we don’t make many mistakes. When we do though, we work out how to fix the problem and make it right, rather than denying it and we always operate with an ensuing liability,” he explains. Reliability and a can-do attitude also drives the employees as does a uniform appreciation of professional accountability.

At present, the company is actively involved with the implementation of a leading edge technology wastewater plant in conjunction with Oasis Clearwater.

The Oasis 2000 series, an aerated wastewater treatment system, is a technology with five stages of treatment. The system is comprised of a pre-treatment chamber feeding into an aerated secondary treatment chamber.

It treats effluent to a level unattainable by conventional septic systems and as well as being energy and maintenance efficient, it surpasses the effluent quality standards required by New Zealand regional council regulatory bodies.

“Expansion is always sitting there, but for us the focus is on consistency because while growth is in our mindset, it is hard to expand when the industry is contracting. “For it is about basing our business on robust practises,” Garchow says.

Spreading the word For the future of the business, Garchow says emphasis will be on spreading the word and supporting products once they have been installed. Initiatives attached to building on the Oasis distributorship are also on the professional horizon, Garchow says. 70 Spartan Road Takanini Auckland 2105 T  (09) 267 8299 E      — Advertising Feature

“Rather than saying we can’t do things, we find a way. These values might be old fashioned but we believe they are still valid today.” While Garchow concedes the existing staffbase fluctuates according to demand, he believes managing the balance between employment capacity and customer need is essential. “It might be easy for some companies to reduce staff numbers during quieter times, but this can also reduce your capacity to meet clients’ needs and good staff are essential. “We invest significanly in training our team and don’t want to squander those skills,” he explains. Acknowledging that every day brings with it a different job with unique complexities, Garchow says, “We try to create a supportive culture for our clients’ needs”. achieves this by returning to first principals and maintaining an efficient work environment. “It’s about engaging staff and having them involved in decision making and finding solutions,” Garchow explains. “This is something we do every day in our early morning meetings. “We also have regular social interactions and the company tries to meet our employee requirements, whether it is time for family, sports or other extra curricular activities.”

Commitment to quality  By consistently monitoring the market, sources its materials directly at highly competitive prices. These savings can then be passed on to you  is aware of, sensitive to and sympathetic with environmental issues and works to conform to environmental and safety standards  is receptive to external ideas from involved parties when it comes to the safe construction of a home

 Keeping pace with new technology, equipment and systems ensures maintains a keen sense of innovation, provided no standards are compromised.  To ensure the company’s consistently high standards are maintained, drain. co’s team members are regularly assessed and monitored  Courteousy and respect are at the core of’s business philosophy.

At Oasis Clearwater, we have the answers to all your sewage and wastewater treatment needs with professionally designed and manufactured sewage and wastewater systems... for either individual properties, rural cluster communities and commercial installations. Oasis systems are robust, efficient, and environmentally sound ✓ Treat all household or commercial waste. ✓ Produce clean, odourless, purified irrigation water in just 24 hours. ✓ Conserve valuable water.

✓ Local authority approved. ✓ Domestic & commercial applications. ✓ Concrete & light fibreglass systems. ✓ FREE on site evaluation visits.

There’s an Oasis system to suit your situation, for more information contact: Distributors Nationwide Ltd Oasis Clearwater 09 267 8299 0800 48 48 49    September/October 2010 | 47

Business Development | EC Attwoods

That’s a wrap … packaging EC Attwoods is now ingrained in Auckland’s commercial history with a lifetime spanning more than half a century. The team at Attwoods is adamant it will continue to play a major role in supplying packaging to innovative businesses and individuals, standing apart with the quality and service set as an example by the founder.

The beginning

Some Attwoods employees have been with the company more than 40 years and most more than 20. Yet only a few may remember the company origins date back to 1953, when 33-year-old Eddie Attwood set up the business. Fresh from active service in North Africa and Italy during World War II, Eddie Attwood returned to New Zealand and became a travelling sales rep, selling greased paper to butchers for packers suppliers Saunderson and Andrews. He decided to go into business himself and a loyal customer base soon formed. After building up a list of clients and making a good turnover, Eddie moved his business into the back of a cycle shop on Anzac Avenue. His first

Integrated Packaging is Australasia’s largest manufacturing specialist of stretch wrap and agricultural films with such well known brands as; Excell, Enduro, Ipex, Jackwrap, Maxi Super Plus, Premium Plus, and Silawrap congratulate Attwoods on their move to new offices and showroom in East Tamaki.


48 | September/October 2010

independent sale, involving two-ply lashing, came in September 1953 and Eddie was soon known to his customers for his superb service.

Soon after the company moved into new premises and took on its first employee. The expansion proved timely as Eddie’s previous employers decided to quit the packaging side of their business, allowing him to buy their stock at a good rate. The result was his business flourished during the 1960s and 1970s. As it stands, the organisation is a multi-million dollar enterprise reaching throughout Auckland, Hamilton, Mt Maunganui and Christchurch. Headed by founder Eddie Attwood’s son Milton, the company is a leading distributor of industrial and commercial packaging supplies. Respected for remaining fiercely independent of corporate manoeuvres and takeovers, this is one of many important service-based philosophies Eddie Attwood established in 1953, with great success. Operations manger Bruce Chapman says Attwoods’ continuing popularity can be directly attributed to the loyalty and experience of its long-standing staff members — an attitude Kiwis find more and more reassuring in times of unapproachable global conglomerates. Aside from quality of service, Attwoods is a proud supporter of New Zealand’s industrial and manufacturing industries, a leading member of the independent packaging distributor organisation Paklink, is a member of the New Zealand Packaging Council and is closely associated with the National Distributors’ Association in Australia. In 1967, the company expanded into the Waikato. George Rae, then a sales rep for Saundersons and Son, joined forces with Eddie Attwood, and the pair found an old villa in Frankton which served as the first Hamilton warehouse. Rae moved south to Hamilton to run the branch, initially with one storeman.

By 1978 the Hamilton business had found its current home in Te Rapa and has been successfully managed by present branch manager Tere Campbell since 2009. In 2001 the business expanded into the Bay of Plenty, establishing an outlet in Mt Maunganui where a busy export trade provided a clear business opportunity. A small team ably led by Crawford Simpson is firmly established there today and is looking forward to its 10th anniversary in 2011.

In 2001, EC Attwoods made its first foray into the South Island, starting a branch in Christchurch. Business went so well the company outgrew its original premises and moved into new ones at the end of 2009. Rob Walker heads the branch in the garden city, which has three employees.

New head office EC Attwoods recently moved the head office away from its Parnell location after 33 years to a purpose-built facility in East Tamaki. Bruce Chapman says the new building is a pleasure to work in and having all the staff in one location makes for better efficiency. “It wasn’t practical to be carrying on a packaging business in Auckland city any more, so we moved to the heart of the industrial centre of Auckland — East Tamaki. Our new building is modern with great working spaces and our staff are happy working in such a pleasant area. Our trade shop remains in Parnell for the convenience of inner city customers.” Founder Eddie Attwood firmly believed that “customers are not an interruption to our work, they are the purpose of it”. Personal service remains a core value at Attwoods, something multi-national companies can rarely aspire to. Customers have always and continue to choose Attwoods based on its strong service-orientated principals and sound advice. Staff undertake everything from old-fashioned elbow grease to the latest IT programmes to ensure their customers are always satisfied.

Business Development | EC Attwoods

Attwoods has had the same outlook for the past 50 years — service is the name of the game.

for all occasions Attwoods enjoys great relationships with suppliers, many of whom have formed long-standing relationships with the company.

The experienced, knowledgeable Attwoods staff are always on-hand with one-to-one attention and product advice. Even in the company’s earliest days, Eddie Attwood realised the more products available under one roof, the more customers would purchase from a single source. Attwoods remains family owned and managed and continues to grow and develop. With several Attwood grandchildren among its 50 employees, it really is a family firm. During the years, Attwoods has continually worked to meet its customers varying requirements with items such as toilet rolls,

paper towels, adhesive tapes and stationary added to its massive array of warehouse needs, from packers’ knives to pallet wrap. Wrapping paper, tissue, corrugated cardboard, cartons, protective cushioning, rope, cellophane, polythene, shrink wrap and plastic and steel strapping machines are also in stock. “Each branch warehouse has everything you could possibly need for packing, wrapping labelling and protecting — you name it,” managing director Milton Attwood says. Attwoods is at the coal face of change in the packaging industry, bringing in new products. One of these is ‘Smart Foam’, a new way to protect packaged goods to ensure they do not break or get damaged in transit, that is superior to polystyrene or regular void-fill products.

online customers are looking for specialist paper bags, cartons or gift wrap. Attwoods has a reputation of carrying ‘hard to find’ products. When asked about the future, Chapman answers without hesitation. “Consolidate and look for further expansion opportunities.

Usually companies buy ready-made polystyrene. ‘Smart Foam’, which is mixed on site, moulds around products to their shape. It saves storage, as companies don’t have to store big squares of polystyrene, and saves labour. It is environmentally friendly because of its recyclable content. For 10 years, businesses have had the option of buying any of EC Attwoods’ products online. In the last year, this has been available to members of the public too. Most of Attwoods’

“Attwoods has had the same outlook for the past 50 years — service is the name of the game. We will continue to produce goods in the tradition started by our founder, Eddie Attwood — quality, and with excellent service to customer.” EC Attwoods Ltd PO Box 204207 Highbrook, Manukau 2161 T  (09) 273 0419 F  (09) 273 9342 E   — Advertising Feature

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Contact Your Attwoods Representative today!    September/October 2010 | 49

Business Development | Shields Brothers


Fender Shields Brothers fact file  Shields Brothers’ branches are located in Browns Bay, Albany and Silverdale  The Browns Bay branch was opened in 1972  Shields Brothers is owned and operated by three brothers — Chris, Grant and Jason  There are 25 to 30 staff working for the business  Shields Brothers is at the forefront of the panelbeating industry, with highly skilled staff and leading technological assets.

While nobody will argue with the fact that it is what on the inside that really counts, having a well conditioned body and flawless facade is also particularly important if the model runs on four wheels. And when the time calls for a visit to the car doctor if your mode of independence — aka your automobile — is involved in an on-road altercation, Shields Brothers panelbeaters in Auckland have three fully-equipped environments in which your car can recover. The lifeblood of the Shield Brothers business are three brothers — Chris, Grant and Jason — who inherited their father’s fix-it flair. They mend and restore blemished and injured vehicles at any one of their three Auckland branch locations. The Browns Bay division was established in 1972. In 2001, the Bush Road panelbeating business in Albany was started from scratch. Through acquisition, Emerson panelbeaters AUDIT • TAX • ADVISORY

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50 | September/October 2010


in Silverdale also works under the Shields Brothers umbrella to provide customers with a competitive service.

“A lot of our repeat business is second and third generation. We also have a lot of referrals due to the good name the business has earned and the fact it has been long established in the area,” director Jason Shields says. Working for private clients and through insurance brokered arrangements, Jason Shields defines the key objectives of the Shields Brothers business as productivity, quality and repeat business. The workshops work interactively to ensure a quick turnaround for clients. With 25 to 30 staff over the three branches, efficiency is consistently maintained. The staff representing the Shields Brothers name range from apprentices to qualified tradesmen. Committed to preserving the longevity of the company’s reputation, the staff work with the latest equipment to achieve quality results

Technological investment Investing in the latest technology has ensured Shields Brothers can keep professional pace with evolving consumer needs. “We have purchased inverted spot and inverter mig welders and digital measuring chassis straighteners. These technological assets are what sets us apart from a lot of other businesses,” Jason Shields says. “Throughout the years, we have observed that other companies are slowly investing in new equipment, but only on the instruction of an insurance company. We are proud that we made

CONGRATULATIONS TO R J DON PANELBEATERS from the Nissan New Zealand 2009 Dealer Of The Year and No.1 Parts Department

CONGRATULATIONS TO R J DON 159 Wairau rd, Glenfield PANELBEATERS Ph (09) 444 6105 from the Nissan New Zealand 2009 Dealer Of The Year and

those investments before we were told to and that we have been able to provide competitive services,” he says of the company’s foresight and initiative.

“We also upskill the staff and shop regularly. At Shields Brothers, we consider ourselves leaders in the industry, not followers. We know we need to have up-to-date equipment. Our motto is, “if we don’t buy the right gear, we can’t stay ahead”. Travelling towards the future down the commercial highway, Jason Shields says growth is on the horizon and expansion is considered a significant priority and goal for the business. “We want to grow our existing businesses independently and therefore the company as a whole. “We will also looking to acquire new panelbeating companies in the future. We probably won’t start any shops from the ground up again though, as we like to hit the ground running. We know that by purchasing an existing business, we can maximise what it already has.” If your car needs a doctor, visit any one of the three Shields Brothers panelbeating businesses in Browns Bay, Albany and Silverdale. Shields Brothers PO Box 35228 Browns Bay Auckland T  (09) 479 4990 F  (09) 479 4958 E  — Advertising Feature

PROUDLY SUPPORTING THE SHEILDS BROTHERS from the Nissan New Zealand 2009 Dealer of the Year and No 1 Parts Department

Business Development | MT Containers

Changing the Considering the amount of plastic in circulation, recycling not only makes good sense, it is imperative. Alan Myers formed MT Containers in 2001 after purchasing the assets of a company in receivership, to carry out the vital role of recycling. Utilising his extensive knowledge of the plastics industry he and his staff have worked diligently to build the company, developing a strong client base for custom and contract moulding. “I bought a shop full of old, tired machines and a customer list. Since then we’ve replaced the plant. Now we have an excellent range of reliable, quality, energy efficient injection moulding machines from Japan, Europe and the USA,” he says. MT Containers’ production capabilities range from components for other manufacturers through to completed, labelled and packaged products from a diverse range of plastics. Plastic has become a dirty word in recent years because most of the time plastic products get thrown into a landfill once they’ve been used. At MT Containers however, there’s a different attitude. “Lately, there’s been a lot more awareness around how people should be doing more to lessen their impact on the environment,” Myers says.

shape of plastic

MT Containers recycles plastic to make a wide range of in-house products such as planters, buckets, storage bins and Reo bar chairs. To be able to make these products from recycled plastic, the wall sections have to be quite thick to allow for the unknown and variable flow characteristics of the recycle mix. “The result is robust durable products that last,” Myers explains. “Using recycled plastic saves raw material resources, lessens energy requirements and reduces landfill waste. All MT Containers production is packed on recycled pallets and we use recycled packaging where possible. The best form of recycling is reuse.” In keeping with the environmental theme, MT Containers also produces worm farms from recycled plastic. These are great for the disposal of paper, cardboard and organic waste from the kitchen, helping people towards a zero waste target and providing them with excellent organic fertiliser for their gardens. The worm farms are available from the companies that produce tiger worms such as Worms R Us, Kiwi Earthworms, Earth Angel, Easy-Veg & Just Add Worms. MT Containers is endeavouring to become as energy efficient as possible. Over the last four years measures such as investing in more efficient machines, upgrading lighting and improved work practices have not only resulted in a safer and more pleasant workplace, but

power consumption has been reduced by 50 percent. Myers encourages any business looking to create plastic goods to contact him for quality service, even if they’ve only got a vague design in mind. “Starting from an existing mould or even a conceptual idea, we develop, manufacture and deliver value. For short or long production runs, our low overhead efficient plant and personnel offer the best in service and product quality with a focus on meeting deadlines. “We’re not a big company and our budgets don’t extend to huge advertising or marketing campaigns, but we’re all working towards increasing our profile in the market and playing our part in reducing our impact on the environment.” MT Containers PO Box 15363 New Lynn Waitakere 0640 T  (09) 920 2175 F  (09) 920 2176 E    — Advertising Feature

Plastic Granules and Rubbish Bags manufactured from 100% recycled materials.

Proud to be associated with M.T. Containers 61 Valor Drive | Palmerston North | PO Box 718 Palmerston North | Phone 06 356 8886 | Fax 06 356 8887 | Email    September/October 2010 | 51

Business Development | Maxwell Marine

Anchoring solutions expert As an island nation, the sea has defined New Zealand, from the times of the early Polynesian explorers to today’s leisure-seeking pleasure sailors. The need for safe navigation and reliable, seafearing vessels remains as necessary as ever. The combination of 15,811 kilometres of coastline and geographic isolation has resulted in a land of water-loving innovators. A New Zealander pioneered the development of the modern water jet engine, our extreme water sports are lauded as some of the best and our marine equipment has developed a global following. The new RC8, part of the rope/chain series (above) and the HRC10 (right), new to the market in July and part of the horizontal series of fully automatic rope-chain anchor winches

An Auckland company is now one of the largest manufacturers of anchoring equipment in the world.

continuing to develop, brand and market its own products, the connection opened up a number of avenues for the Kiwi company, particularly a broader spread of distribution channels in areas in which the company traditionally hasn’t been as strong. Building global market strength is an important growth enabler for a business, and particularly in the case of Maxwell Marine. Its products are designed and built in its Auckland factory and sent around the globe. Anchor winches, commonly referred to as windlasses, remain the company’s core product. Maxwell Marine is able to provide a complete anchoring and mooring package for the boat owner; with its slogan being ‘anchoring solutions’. From huge anchor winches and stern handling capstans for the world’s superyachts to innovative, fully automatic rope/chain anchor winches for small trailer boats, Maxwell covers the full spectrum of anchoring handling equipment. It has developed into a one stop shop for anchoring and other deck equipment, providing anchor winches for any size boat from six metre weekend runabouts to 100 metre mega yachts. Maxwell Marine worked alongside the creators of jewellery magnate Michael Hill’s award-winning boat, providing a complete anchoring package. However it doesn’t matter if you have don’t have a mega yacht, you will still get the best quality products available on the market. The team at Maxwell Marine pride themselves on anchoring excellence and providing different anchoring solutions.

Maxwell’s boat hatches are specially designed to cope with all sorts of different weather conditions to ensure they don’t leak, are functional and aesthetically pleasing

One of the biggest and most influential changes for this company came in February 2008 when it was purchased by Dutch marine equipment company Vetus NV. The anchoring equipment company is now known as Maxwell Marine International Limited and exports 90 percent of its products around the globe. Together, Vetus and Maxwell have formed a marine equipment powerhouse. While Maxwell remains independent within the Vetus group,

A lot of different factors come into choosing the perfect winch for your boat. Do you have a small boat that only needs a light winch, or will you need something heavier? Maxwell Marine offers two different types of windlasses — vertical or horizontal. Historically, vertical winches are the most popular and make up the majority of Maxwell’s winch sales. Vertical winches with gearbox and motor mounted below deck provide a 180 degree wrap of the anchor rope around the chain wheel giving optimal chain control, minimising slippage and jumping. Horizontal winches are mounted completely above deck providing a 90 degree wrap of the rope around the chain wheel, but providing more room in the anchor locker.

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Proud to be associated with Maxwell Marine 52 | September/October 2010

Business Development | Maxwell Marine

Business Development | Furntech Plastics

Applications aplenty In 1986 the foundations were laid for a New Zealand company that has spent the past 24 years providing reliable and efficient custom injection plastic moulding. Manufacturing a diverse range of plastic products, Furntech Plastics has developed a professional relationship with clients from industries including the automotive, agricultural and furniture sectors. “We work across the spectrum, manufacturing simple to complicated products. Our customers can be from any market, wherever plastic is used,” managing director Ivan Papich says.

Hatches great success Maxwell Marine’s innovative boat hatches are proving to be global marine product success story with some of the best boat hatches on the market — you can find the company’s products on numerous vessels around the globe. Maxwell’s boat hatches and portlights, designed and tested to perform in the harsh conditions of New Zealand’s southern oceans, are rapidly gaining popularity around the world and becoming an increasing percentage of Maxwell’s business.

trained professionals to ensure perfection in every single product. Applying the latest in CAD design and practical R&D on every product guarantees that, when a Maxwell product is introduced, it will be to the highest engineering standards, innovation and reliability.

This formula includes highly able staff with extensive technical skills, a productive manufacturing plant, consistent service and a time-efficient turnover of products. “The raw material we buy is a world-wide commodity, which means we can compete on the world-stage,” Papich says of the company’s ability to compete both locally and in the export market. Furntech believes that commitment should extend beyond the initial relationship bridged between supplier and customer. The company feels for maximum synergy to occur between the concerned parties, a deeper level of understanding of the needs and aspirations of each needs to be established first and foremost. Moving towards the future, Papich says growth is on the agenda for the business while it continues to work in a trusted partnership with customers and suppliers in order to retain a competitive edge. The company is also looking at acquisition as a means of expansion.

Many of the team are keen boat enthusiasts as well and ask themselves, “would I put this on my boat?” This allows you to know that the creators of the products would use them, so you know it’s a sure thing.

The hatches are specially designed to cope with all sorts of different weather conditions to ensure it doesn’t leak, is functional and at the same time aesthetically pleasing.

Maxwell Marine exports more than 90 percent of its products, with the North American market being the largest individual market. Europe, Asia, the Gulf States and Middle East and Australia are also sizeable markets.

The well publicised Earth Race boat was fitted with Maxwell Marine hatches. The wave piercing trimaran, later re-named the Ady Gil, holds the record for a powerboat circumnavigation of the globe.

But a strong allegience to the country Maxwell Marine calls home sees its products distributed around New Zealand through a network of dealers and service agents, from the top of the North Island down to Bluff.

While it was later rammed by a Japanese whaling vessel while participating in antiwhaling operations, the quality of its hatches certainly had no bearing on its subsequent sinking, and hatches that stand up to a record breaking around the world voyage are certainly going to stand up to the rigors of New Zealand coastal boating.

So you can expect this company to continue to grow and dominate globally.

Each of Maxwell Marine’s products is meticulously engineered by talented and highly

The company has an established track record in the design and development process, simplifying the often long and complex production process. Furntech has the ability, via its injection moulding plant, to design and develop plastic products to even the most difficult specifications.

With a combination of repeat and referral work to keep the business busy, Papich says word of mouth is a strong form of advertising for the company and client referrals recommended by existing companies affirms Furntech has developed an effective operational formula.

Maxwell Marine 7 John Glenn Avenue Albany Auckland T  (09) 985 6600 E

Through its investment in technology and its ability to manufacture moulds, both inhouse and through reliable resources offshore, Furntech has consistently maintained professional pace with its competitors. “To be competitive you’ve got to embrace new technology and be at the forefront of it all,” Papich confirms.

Furntech Plastics Limited PO Box 29-140 Greenwoods Corner Auckland 1061 T  (09) 636 9193 F  (09) 636 6943 E  — Advertising Feature

— Advertising Feature

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FURNTECH Plastic Injection Moulding Design | Development | Tool Making | Moulding 50-700 ton | Production Assembly Packing | Distribution | Hot Stamping Ph. 09 636 9193 | F. 09 636 6943 | 327a Neilson Street, Penrose, Auckland |

30 Galway Street Onehunga. Telephone: 09 622 1981 Industrial Electroplaters Advert.indd 1 27/8/10 9:09:49 AM    September/October 2010 | 53

Transport and Motoring | Test Drive: Nissan Navara ST-X

Talking the torque By Jonathon Taylor

A wise man once said, “It’s not your brain that’s the problem — it’s the fact you listen to it which causes all the confusion”. The point (among others) he was trying to make is that entrenchment in one belief will, sooner or later, inhibit you. Now this is the kind of statement you might understand perfectly at the time, but whose meaning isn’t revealed until you see it in yourself. Usually these revelations take the form of seminal moments where the clouds part and a ray of sunlight springs forth, illuminating you to the, quite frankly, depressing extent of your ignorance. Well this exact thing happened to me recently while going slowly backwards up a hill. You see I had always been a horsepower kind of a bloke, interested only in kilowatt whammy and power to weight ratios as the true measure of any vehicle’s muscle. A weekend in Nissan’s 2010 Navara ST-X had something to say about that and the moment of my awakening came on a devilishly dark and damp evening backing up a steep, slippery slope. Even while casually selecting 4WD low ratio in the perfectly temperature controlled cab, there was no real belief the ST-X, commonly called the 450, would actually make it up this slope. ‘Torque shmorke’ I thought. Then the most curious thing occurred — we started moving. Not the kind of moving where you floor it, wheels spin and without any practical traction to speak of, the laws of physics displace you. The ST-X just idled along and proceeded to make mince meat of the mountain. It didn’t slip or stall — it just ambled up backwards without batting an eyelid. Where once I teetered precariously on the edge of ignorance’s abyss, I now see the light. I have been converted and torque is my new mantra. This however, was where the problems began. Because you see there is only one proper, mature and manly response to this situation — spending the rest of the weekend looking for places to get stuck in, up to and beyond the gunwales. And that’s easier said than done with this thing because it just happens to be the most powerful and efficient Navara ever made. This isn’t one of those vehicles people immediately   see as perfect for pulling the boat

they don’t have to the lake they never go to. It’s a genuine workhorse that’s now, thanks to a few 2010 tweaks, more capable, finessed and refined than previous incarnations. Truth be told, saying its been ‘tweaked’ might be a slight understatement — it’s been redesigned inside and out, has a range of added safety features and added power. So, pretty much, the only thing that’s remained the same is its name, which, well… isn’t actually the same, as its badge says 450. In this context it’s not a number to be scoffed at, referring to the ST-Xs 450 Newton metres of torque. The turbo charged 2.5 litre diesel delivers 140 kW and returns the Navara to the top of its class for power and torque. If this is good, then what’s great are improvements in fuel economy (up to 15 percent over the previous model) and reduced emission levels — all with a 3000kg towing capacity. Inside the twin cab it’s really just a big car that’s comfy, has plenty of kit and is tough. The buttons and knobs are big enough to handle wearing gloves and that’s just good thinking for a working vehicle like this. Once inside, the first thing to do is program the bluetooth hands-free application to identify your mobile phone. In no time at all, calls to your mobile come through the sound system you can operate from the steering wheel. Next thing to do is set the dual climate control which isolates the temperature setting for each side of the cab. Perfect if your partner’s giving you the cold shoulder — just crank up the heating on their side and inform them this is to thaw their icy heart — should work a treat. New safety items include front, side, and curtain airbags, along with rear three-point seatbelts and child seat anchor points as standard. The ST-X also features Electronic Stability Program (ESP) and Active Brake Limited Slip (ABLS) which together deliver massive traction control. Now while modern computers, being about as smart as the average earthworm, don’t think much, what thinking they do is done quickly — and this quickness is what makes ESP and ALBS systems work so well. For convenience, above and beyond having enough pulling power to turn the tide, you can lift the rear seat bases for extra in-cabin luggage space and set the headlights to shine for up to three minutes after exiting car. Unfortunately I never got to try this out, as I didn’t have to exit the car because I couldn’t get the damn thing stuck! What I do know is from now on, when it comes to capability, I will be talking torque. 2010 Nissan Navara ST-X Diesel Manual...................................... $59,450 Diesel Automatic ................................ $61,450 Petrol Automatic ................................. $59,950 Specs Body Style ............................ Double Cab Wellside Engine ....................... 2.5L Intercooled Turbo Diesel     ........................ 4.0L Petrol V6 Power ............................ 4WD Diesel 140kW@4000     ........................... 4WD Petrol 198kW@5600 Torque ........................... 4WD Diesel 450Nm@2000     .......................... 4WD Petrol 385Nm@4000 Transmission ............ 6-Speed Manual (Diesel only)     ....... 5-Speed Automatic with manual mode Fuel Economy .... 4WD Diesel Manual 8.5 L/100km       .... 4WD Diesel Automatic 9.0 L/100km       .... 4WD Petrol Automatic 14.0 L/100km Tow Capacity ............... 3000kg Braked Tow rating

54 | September/October 2010

Transport and Motoring | Test Drive: Kia Cerato Koup

Koup d’surprise

By Jonathon Taylor

The great thing about life is it just keeps coming right at you. For the most part, with experience, guile and a number of little lessons commonly called ‘the school of hard knocks’ you learn how to read life’s warning signs. So, with deft swerves of mind, mouth and body, you can avoid taking too many shots smack on the schnoz. However, occasionally — no matter how prepared you might think you are — the odd curve ball does connect. These tend to make an impression (usually on the forehead) and leave you picking yourself up, dusting off any residual impact debris and asking, “What the hell was that?” What makes all this so much fun is these little lessons are just as likely to be good experiences as they are bad. Either way, they remind you to never underestimate the power of the unexpected and that’s pretty much exactly how I felt after driving my first Kia. You see I figured I had Kias pegged based on nothing more than second hand comment. Now that was a mistake — the exact kind curve balls thrive on! For a start the Kia Cerato Koup doesn’t look like my mind told me it should. With a hint of Holden up front and shades of Alfa Romeo GT out back, it punches above its weight beauty wise. Minimal overhang front and rear alludes to a compact and aggressive ride. And this is exactly what you get, as the handling has been tweaked to mirror its style. The Koup is a nimble little number perfectly matched to our windy roads. What is nice is a balance has been achieved here, as it’s in no way overly firm or uncomfortable. The power doesn’t completely blow your hair back but it was never designed to produce mind-meld type performance — this is a completely useable car designed for the realities of contemporary motoring. Perhaps the harshest of these realities is the price of petrol, so at 7.7L per 100km (manual) the Koup’s consumption rate is utterly tolerable. On the practicality note, there’s plenty of room all round, particularly in the boot and for a two door coupe this kind of convenience makes a difference. The Koup comes in manual and auto, while the four door sedan is available in auto only. Both come in LX

and higher spec SX versions and feature the same power unit — a two litre DOHC CVVT petrol engine.

All feature ABS brakes, electronic stability programme, duel front airbags and radio/CD/MP3 players with iPod and USB inputs. The SX deliver a higher trim spec, such as leather seats, 17” alloy wheels opposed to the LX’s 16”, power sunroof, six CD stacker and trip computer. Colour options, although a tad limited, are cool — a racing red, lime twist, ebony black and titanium silver. What it is, is inexpensive. The LX is $27,990 and the SX $33,990. With this comes a five year/100,000km (whichever comes first) warranty programme with 24-hour roadside assistance, 12 months registration, WOF, a 1500km first service and full tank of fuel. Simple fact is the Cerato, in either incarnation, is one cost competitive entity. Apart from leaps in looks, handling, reliability and great gadget action, perhaps the most compelling reason for buying new and late model cars is because they are just so much safer than those old steel boxes capable of converting any human into ‘spam in a can’ at a moment’s notice. Ceratos have front active headrests which move forwards and upwards within milliseconds of the moment of an impact to cushion the head and prevent whiplash. There are six air bags and an electronic stability program (ESP). Fact is, you’d be mad to buy a new car without an ESP system — they’re just magic and arguably the single best safety feature since the seat belt, as ESP equipped vehicles have 30 percent less fatal single vehicle crashes than those without it. Add to this anti-lock braking system, seatbelt pretensioners and reverse warning sensors and the Cerato safety credentials more than meet the mark. But as with many things, it’s the attention to detail that make the difference — like the rear view mirror dimmer for when your getting monstered by some midnight manic who won’t dim their lights. Basically the Koup is an honest car, delivering exactly what it ascribes to be, and maybe a little bit more. It’s a handsome, compact yet roomy sports coupe that isn’t pretending to be something it’s not. It’s got all the equipment new cars need, is light on its feet and very cost competitive. If you take one for a spin, just be careful, or you’ll end up dusting yourself off and asking, “what the hell was that?”


Engine type ............0L DOHC CVVT petrol Displacement (cc) .......................... 1998cc Compression ratio ............................ 10:5 Maximum power ..... 115 kW @ 6200 rpm Maximum torque ... 194 Nm @ 4300 rpm Fuel economy ...... 7.7L/100km (manual)  

.... 7.9L/100km (automatic)

Co2 emissions (g/km) 183 (m), 186 (auto) Gear box ......................... 5 speed manual or 4 speed automatic with sportshift Braking system ....... ventilated front discs     .................................solid rear discs Overall length ........................... 4480mm Overall width ............................. 1765mm Overall height ............................ 1400mm Wheelbase .................................. 2650mm Minimum ground clearance ..... 155mm Kerb weight min/max ............... 1308kg Luggage capacity ..................... 336 litres Fuel tank capacity ...................... 52 litres    September/October 2010 | 55

Transport and Motoring | Total Bridge Services

Caring for an The Auckland Harbour Bridge is a symbol of our city. Every day thousands of motorists drive across, catching glimpses of the beaches surrounding it or the skyline over the water as they concentrate on negotiating their way. The 51-year-old structure has become an iconic Auckland landmark but keeping it in tip-top condition is a never-ending process. There’s a continual need for ongoing maintenance such as more protective coatings, road surfacing and structural components to keep it in sound condition. As demands on the bridge grow with increasing volumes and weights of vehicles, structural upgrades have been required during the years.

56 | September/October 2010

Traffic certainly can’t be stopped while this goes on, as the bridge is the northern arterial route in and out of the city. That’s where Total Bridge Services (TBS) comes in. A joint venture between TBS Farnsworth (50 percent), Opus International Consultants (25 percent) and Fulton Hogan (25 percent), TBS was established to perform maintenance activities on the Auckland Harbour Bridge. Formed in 1998, the joint venture was at the time a new form of contract model for the New Zealand Transport Agency (formerly Transit New Zealand) — a Performance Specified Maintenance Contract (PSMC). As the name implies, this is an outcomes focused contract, and one where contractor and client work closely together to deliver all required services.

Successful history The contract has been successful for all parties — including the client and other stakeholders. After seismic strengthening works were completed in 1999, some strengthening work was done on the truss bridge in 2006. In July, 2008 TBS began to strengthen the box girder extensions on the side of the bridge to carry the increasing amount of trucks crossing each day, which have become heavier and heavier since the 1950s when the bridge was built.

Transport and Motoring | Total Bridge Services

Auckland icon Recent upgrade Building on the success of the PSMC, the New Zealand Transport Agency engaged Total Bridge Services to deliver the AHB Box Girder Strengthening Project. A project management team was assembled to manage this complex project and included representatives from the New Zealand Transport Agency (the client),

Total Bridge Services (the contractor) and Beca Infrastructure (the designers and the client’s supervising consultant). TBS project manager Keith Stolberger says the success of the project and the strong buy-in from the site team was based on the consistent and strong safety message from the project management team.

“All of the organisations comprising the upgrade team worked very closely together with a clear goal of safety as the number one priority. The project management team also worked very closely and constructively with the Department of Labour throughout the upgrade.” The bulk of the project has been completed, on time and on budget, Stolberger says.

“It was an enormous undertaking that required a lot of planning and organisation. Tens of thousands of strengthening components were fabricated, delivered to the site and installed in a strict construction sequence. Each component was fabricated to tight dimensional tolerances,” he says. Feature continues on next page >>

a different kind of engineering business In-house design & manufacture, project management, site installation, repair, timber treatment, medical waste steam sterilisation, pressure vessels, materials handling, pipe & pumping, structural steel, tanks, hoppers & structures, process software, industrial electrical systems.

PRINCIPAL ENGINEERING SUB-CONTRACTOR ON THE AUCKLAND HARBOUR BRIDGE BOX GIRDER STRENGTHENING PROJECT. Congratulations Total Bridge Services on your Health and Safety awards, a great team effort!


PH (09) 274 0811    September/October 2010 | 57

Transport and Motoring | Total Bridge Services

During the day, TBS had a crew setting up and fitting steel strengthening components, and at night lanes on the extensions were closed so the workers could weld the components to the bridge. “It was literally a 24/7 job at some stages,” Stolberger says. At the peak, up to 200 people were working on the site.

    Right: Taking the train on         the maintenance run         through the Auckland   Harbour Bridge

Safety tactics Keith Stolberger says TBS developed and improved existing processes for the Auckland Harbour Bridge project. The company rewrote its safety plans and had intensive induction processes for all employees and subcontractors. Workers had to undergo training programmes in fields relevant to the work site, such as confined space training, working at height training, operation of specialist plant training and equipment used for bridge access and materials handling training. TBS implemented drug and alcohol testing. Workers had to undergo preentry tests as well as ongoing random testing. The paint inside the extensions being upgraded was applied in the late 1960s, when little was known about the health effects of lead. Most of the old paint had to be removed so workers could weld new steel to existing steel. Workers had regular blood tests to monitor lead levels. If testing picked up a raised level, the worker concerned was relocated to work in a lead-free area.

Proud Suppliers to Total Bridge Services & Transit NZ Precision Heavy Engineering

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Total Bridge Services is a Joint Venture between TBS Farnsworth (50%), Opus International Consultants (25%) and Fulton Hogan (25%) formed in 1998 to deliver maintenance, construction and management services on the Auckland Harbour Bridge for the NZ Transport Agency (formerly Transit New Zealand). The joint venture brings a unique blend of the management, engineering, construction and maintenance expertise required to sustain this iconic structure which forms a critical link in Auckland state highway network.

the Box Girder Extensions Strengthening Project.

Services include asset management, abrasive blasting and application of protective coatings, maintenance of structural, mechanical and electrical systems, road deck resurfacing and delivery of various upgrade and improvement projects to meet the growing demands being placed on the bridge.

One of the keys to Total Bridge Services’ success over the past 12 years has been the continuing efforts being made to improve the safety culture of all who are involved with the bridge. The bridge is a complex and hazardous site and significant effort is placed on site safety. These efforts were rewarded in this years NZ Workplace Health and Safety Awards where Total Bridge Services won not only their category “Best initiative to address a health hazard” but also the supreme award “Best overall contribution to improving workplace health and safety in New Zealand”. As well as receiving these awards the rewards for investing in safety have been reflected in on-going improvements in morale, efficiency and productivity resulting in a highly successful outcome for both Total Bridge Services and the NZ Transport Agency.

As well as the day-to-day maintenance of the bridge Total Bridge Services has been responsible for the successful delivery of a number of key improvements including upgrade of the stormwater collection and treatment systems and currently are nearing completion of


Total Bridge Services operates with a crew of up to 20 site based personnel for routine maintenance activities. Depending on the construction projects being delivered, the crew size has varied upwards to as many as 200 site based personnel. Total Bridge Services’ management systems are flexible enough to be modified and adapted to suit the size of the projects and the manning levels.

Prompt, No Obligation Quotes or Estimates

Phone 09 238 3590


58 | September/October 2010


9 Princes St | Northcote Point | Ph: 481 0078 | Fax: 481 0079

Transport and Motoring | Total Bridge Services

Award-winning safety practises  Consistent management and reinforcement of health and safety on site from the wider project management team  Regular and open dialogue and site presence by the New Zealand Transport Agency, TBS senior management, Beca consultants and the local office of the Department of Labour  Weekly site-wide meetings where health and safety was discussed openly. Suggestions from staff taken onboard  Drug and alcohol tests  Regular blood tests for those working near lead paint  Comprehensive induction processes  Training for working at height and containment work  Portable ventilation and fume extraction systems. TBS employed regular staff meetings as another tactic to build a strong safety culture. Once a week a general site meeting was held to talk primarily about health and safety and get feedback and suggestions from workers. “Essential to ensuring buy-in from the workers was management’s ability to demonstrate that suggestions were being listened to and actioned appropriately. Each day, health and safety was also raised at the start-of-shift meeting.” The workers inside the box extensions were exposed to high temperatures, sometimes reaching the mid-40s. The company installed a number of drinking water stations, as well as portable ventilation and fume extraction systems, to keep the workers cool and maintain an acceptable standard of air quality. Air quality monitoring equipment was installed that could be monitored remotely from the site office. This system kept site management informed of any air quality issues and provided the facility to retain historical records so that any trends or issues could be identified and ventilation systems modified accordingly. In June the New Zealand Workplace Health and Safety Awards were held. An audience of 465, including the Minister of Labour Kate Wilkinson, celebrated achievements and best practice in the health and safety industry. Stolberger says the company was quietly confident of winning its category, ‘Best Initiative to address a Health Hazard’, given its investment in health and safety and the significant improvement over the first half of the project in the health and safety culture on site. TBS won,

then exceeded expectations by taking out the Supreme Award, to be the overall winner of the night. The awards, organised by Safeguard magazine, were judged by an independent panel representing the Department of Labour, ACC, New Zealand Council of Trade Unions and an industry health and safety practitioner.

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Total Bridge Services

Total Bridge Services PO Box 56416 Dominion Road Auckland 1446 T  (09) 481 0078 F  (09) 481 0079 E    — Advertising Feature

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Proud to be associated with Total Bridge Services 33/35 O’Shannessey St, Papakura, Auckland. Phone: 09 296 8431 Fax: 09 296 8461 Email:    September/October 2010 | 59

Transport and Motoring | Multi-Trans

Making massive Since its inception in 1999, Multi-Trans has proved a dominant force in the over-dimensional and heavy road transport industries. Dave Brown and Malcolm Templeton are the instigators behind Multi-Trans. The pair formed the company in 1999 after each man had notched up more than 30 years in heavy haulage

Owners Dave Brown and Malcolm Templeton both had successful heavy haulage careers for more than 30 years before setting up their own company. Templeton joined Dales Freightways in 1972 as operations and equipment manager after 13 years in the army. Brown joined as fleet controller in 1978, eventually becoming operations manager of the heavy haulage division. Individually, they each clocked up more than a decade with the company before moving in different directions. They came back in contact in 1994 at NZL Transport. And when NZL decided to get out of project work, the timing was right to establish a new business. More than a       decade on, staff    numbers at Multi-Trans   have reached 16 and the

FMR Risk is proud to have helped Multi-Trans Ltd with their insurance needs over the past 15 years. FMR Risk, the country’s largest New Zealand owned insurance brokers. Contact us for further assistance. Visit, or call: Auckland 09 272 2300 | Wellington 04 471 0321 Christchurch 03 377 1276 | Dunedin 03 477 361

60 | September/October 2010

Multi-Trans’ plant includes 20 prime movers, plus 13 metre semi trailers, 13 metre step deck trailers, trombone trailers, steerable bogies and motorised jinkers. Its jack-and-skid system can handle loads of up to 400 tonnes. Ancillary equipment includes eight pilot vehicles, forklifts with up to 30 tonne capacity and rigging gear. Equally vast is the range of competencies under its corporate tool belt. Multi-Trans provides a vast range of services including project management, heavy haulage, quality assurance, transport, handling and methodology schedules, engineered drawings, route surveys and costings. Though based near Auckland, Multi-Trans has handled a range of South Island projects, including shifting 80 over-dimensional (road haulage requiring special permits) loads of componentry from Auckland to Dunedin during the next nine months for Dunedin’s new Otago Sports Stadium. Other major transport projects include shifting the 160 tonne topside unit for the Pohokura gas project (from local company Fitzroy Engineering’s workshop to the Port of Taranaki) and multiple contracts to shift transformers of up to 150 tonnes to electricity sub-stations for Transpower throughout New Zealand.

Multi-Trans took care of a container crane relocation in March 2007 for Ports of Auckland, moving the massive structure from Fergusson container terminal to Bledisloe Wharf

Moving Kupe pipe racks, manufactured by Grayson Engineering of Auckland, to New Plymouth

turn-key operation. A fleet of multi-axle trailers and variety of supplementary equipment enable movement of consignments up to 1200 tonnes and over-length loads to 90 metres throughout New Zealand.

business pairing is stronger than ever, despite the odds. “Malcolm hails from Mangamuka in the far north and I’m from Mataura in the deep south,” Brown says. “Our birthdays are only two days apart — all the indicators are that we wouldn’t get on, but we do. We make it work — it’s good.”

Multi-Trans also has a heavy haulage operation in Wellington and has been working in New Plymouth in a joint venture with Hookers on the Taranaki energy projects. A recent project being the transport of a 320 tonne refining column to Shell Oil in Sydney.

And if the company’s successful projects are any indicator of success, it is. Throughout the company’s 11-year history, Brown relays their most memorable project — shifting two 870 tonne, 87 metre high container cranes for the Ports of Auckland a few years back.

As well as working closely with Fulton Hogan on the Taupo Bypass Project, Multi-Trans has recently completed a number of significant transport projects including the barge and transport of a 165 tonne transformer into NZAS Tiwai Point and an 85 tonne bridge, 76 metres long for Fitzroy Engineering, New Plymouth.

While it took the opposition four days to shift one, Multi-Trans did the same job in just six hours. “We came up with a pretty innovative support system that sat under the crane, which allowed us to simply drive the trailer underneath and pick it up,” he says. Multi-Trans will move pretty much anything — it’s done a lot of boat haulage, big machinery, buildings and transformers. Since purchasing the jinkers and bogeys of NZL Transport, the company has added the bridge beam market to its list of accompanying services. It’s done by providing a total service; taking a conceptual project from specified scope of work, through to

Multi-Trans prepares to move another electricity sub-station for Transpower

Transport and Motoring | Multi-Trans


At A Glance | Bic New Zealand

brilliant! The humble ballpoint pen is brilliant in its simplicity.

Loading up with segments of the Waiwhakaiho Bridge, manufactued by Fitzroy Engineering

One of the greatest inventions of the 20th century, it is inexpensive, ultra-convenient and — despite technological advances — unlikely to ever become redundant.

Tiwai Point The first of two 165 tonne transformers bound for New Zealand Aluminium Smelters Limited (NZAS) at Tiwai Point, Bluff was an almighty challenge — but it was by no means insurmountable for Multi-Trans. The company won the contract in June last year to shift the first of the transformers from dock side at Bluff to the Tiwai Point smelter. With the successful completion of the job over a week in May, it has secured the job of delivering the second one, due in September. The transformer — 8.95 metres long by 5.19 metres wide and 4.8 metres high — was barged up the Bluff estuary. It took three hours for the ship’s heavy-lift crane to position it on the barge and another two hours to barge up to a dock near the smelter. After waiting for the tide to go out, Multi-Trans’ Mercedes tractor unit with a 300 tonne towing capacity hauled the transformer off the barge. A second tractor


was positioned behind the yard entrance where preparations were made for jacking and skidding. The transformer was manoeuvred 500 metres through the switch yard, a process slowed by the narrow driveway — just 8m wide — and the need for overhead power lines to be raised ahead of it and dropped behind. This took a day, and another day was spent jacking the transformer up off the trailer and inserting the beams that allowed the trailer to be removed. May 3 saw the transformer skidded along the beams adjacent to its final resting place on a pad from where it was skidded into position the next day. Another day of tidying up the site saw the job completed in under a week. Multi-Trans Ltd 39 Stonedon Drive, East Tamaki Botany, Auckland T  (09) 273 2361 E  — Advertising Feature

Meeting all freight needs across Cook Strait

In 1950 Marcel Bich and Edouard Buffard purchased the patent for the ballpoint pen from Hungarian László Bíró who had been producing such pens since 1943 in Argentina. The company formed by Bich and Buffard evolved into Bic, the world’s leading producer of ballpoint pens. While it continues to manufacture ballpoint pens, Bic Corporation has long since diversified into stationery products, lighters and shavers, all representing the same core values — simple products made well. They are values which have served the company well — Bic Corporation is now a global powerhouse, with manufacturing operations throughout the world. Bic (NZ) was formed in Mount Eden in 1956 and the subsidiary operation employs 70 staff who manufacture 18 million of the iconic Bic Clic pens a year, as well as Bic Stephens Vivid markers, Bic Cascade colouring pens and Bic filing trays. These and imported Bic products are distributed throughout New Zealand. Its stationery products hold a large market share in ballpoint pens, permanent markers, children’s colouring pens and whiteboard markers. Its lighters hold around 95 percent market share and disposable shavers hold 32 percent, with

proceeds from the sale of Twin Lady, Comfort 3 for Women and Soleil Twilight shavers supporting the New Zealand Breast Cancer Foundation. Every Bic (NZ) product continues to follow the company’s vision — simple, inventive and reliable for everyone, everywhere. Bic has become a global brand, recognised throughout the world, a powerhouse on retail shelves with a reputation for quality and value. The company’s profitability is due to efficient, low cost manufacturing. Bic (NZ) monitors the entire manufacturing process, giving constant attention to the development and improvement of its products. The Bic brand reflects the standards of manufacturing excellence that is the benchmark measure for the industry worldwide. It is also the measure of the quality of Bic people and quality assurance processes, which allow Bic (NZ) to guarantee the flawless performance of every product made. Holding up against imports and the recession, Bic (NZ) is forecasting volume growth for 2010 with great growth potential in Australian and New Zealand markets and a boost in Cascade products to Latin America and Mexico. Bic New Zealand 25 Normanby Road Mount Eden, Auckland T  (09) 630 5970 E    — Advertising Feature

Strait Shipping partnering with Multi Trans for more than a decade

0800 162 322    September/October 2010 | 61

n g i t a r b le e food   packaging


Foodtech Packtech 2010 | XPO Exhibitions

Foodtech Packtech 2010 will be the most important trade event of this year for the food and packaging technology industries. The unmissable biennual exhibition will be held on October 12-14 at the ASB Showgrounds.

Why should I visit? When you need new technology or equipment and are looking at ways to make your processes more productive, it pays to compare brands. With one visit to the Foodtech Packteck 2010 show in October, you can see all the big names from the food technology and packaging technology industries and can really weigh up the benefits of each before you make the big decision. You can then be sure you are getting the very best. This biennial event gives you the opportunity to come face-to-face with the experts behind the key innovations entering the New Zealand market. Foodtech Packtech 2010 will be showcasing the freshest ideas, latest technologies and the newest developments entering the food technology and packaging technology market.

Accommodation deals Illustrations in this feature are from Foodtech Packtech 2008

62 | September/October 2010

Rendezvous Hotel Auckland, Novotel, Hotel Ibis Ellerslie and The Quest Newmarket are hotel partners for Foodtech Packtech 2010. Foodtech Packtech has negotiated great rates with these hotels. Please contact them directly, using the booking reference ‘XPO2010’.

Foodtech Packtech 2010 | XPO Exhibitions

Come see…   Over 150 exhibitors Foodtech Packtech delivers New Zealand’s largest gathering of leading food technology and packaging technology suppliers and manufacturers who are skilled in their industries and are primed to give you the best possible advice and price on the machinery and services that you need.

  New products Foodtech Packtech is the showcase for new products and services directed at making your business more efficient and profitable.

  Key people Only once every two years can you network with new and exciting suppliers, your peers and industry colleagues and attend information rich interactive seminars by future focussed professionals.

  Innovation    and ideas

Foodtech Packtech is the place to be if you’re looking for new ideas, technologies and solutions to give your business the competitive edge.

Feature continues on next page >>

Frequently asked questions… Foodtech Packtech sales manager Vanessa White answers everything you need to know about the on October 12-14 show. How do I register for the show? You will need to fill out the visitor registration form accessible here http://www.infosalons. Foodtech Packtech is a free event but you must preregister. You can come along and register at the show on the day, however there may be queues — plus you won’t be eligible for our prize draw. There will be no fee onsite for people who register at the event.

Will I receive my badge before the show? No. You will need to print off your confirmation/barcode that was emailed to you when you completed your registration and bring it with you to the show. This will be scanned at one of the e-badge stations

and you will be provided with your badge for immediate entry. If you have not supplied an email address and have pre-registered, you can collect your badge at the show from the pre-registered desk.

How much does it cost? Foodtech Packtech is free to attend for any trade professionals from the food and beverage technology, materials handling and logistics and packaging technology industries. There will be no fee onsite for people who register at the event. I recommend you preregister to attend Foodtech Packtech to save time onsite. Foodtech Packtech is a trade only event, so proof of your trade identity, in the form of a business card, may be required.

back packs are the only exception. In no case may they be admitted as a visitor or exhibitor. Pushchairs or prams will not be permitted.

Will there be seminars? A range of informative seminars will run alongside the Foodtech Packtech show. The programme will be available on the Foodtech Packtech website at the end of August.

Where can I park? Visitor parking at the showgrounds is $6. Parking is available in Puriri Drive, with access through the side gate to the ASB showgrounds. Overflow parking is available for $6 at Alexandra Park and the Trotts Carparks off Greenlane Rd.

Why should I exhibit?

Are children permitted in the exhibition halls? Children under the age of 16 will not be admitted to Foodtech Packtech, or during build up or breakdown. Infants in front packs and

If you want to make long-lasting relationships with thousands of New Zealand businesses, you’d be crazy not to exhibit at the Foodtech Packtech 2010, especially after the success of the 2008 show.    September/October 2010 | 63

Foodtech Packtech 2010 | XPO Exhibitions

Exhibitor statistics from the 2008 show  78 percent expressed satisfaction with the achievement of their major objective ‘to increase company profile’  74 percent expressed satisfaction with the achievement of their major objective ‘to promote new products/services’  71 percent expressed satisfaction with the achievement of their major objective ‘to gather sales leads’  74 percent expressed satisfaction with the ‘quality of visitors’  100 percent expressed satisfaction with the achievement of their major objective ‘to find an agent/distributor/reseller’  53 percent agreed with the statement ‘Foodtech Packtech is very important to my business’  72 percent anticipated that they would exhibit at Foodtech Packtech in 2010  89 percent were satisfied with their participation in Foodtech Packtech 2008.

Visitor statistics from the 2008 show Visitors said the most important objectives for visiting the show were ‘to keep abreast of industry trends’ and ‘to source new products’ and ‘to look at the latest technology’.

Show guide facts

 73 percent organised a quote or appointment at the show

 70 percent of visitors will use the show guide to contact exhibitors after the show

 77 percent saw something they were likely to buy after the show  91 percent were likely to make contact with an exhibitor after the show  Approximately 70 percent of visitors agreed with the statements “Foodtech Packtech is a must attend event” and “Foodtech Packtech has the right exhibitors for me”

 38 percent would keep it for nine months or more.

What does it cost? As little as $2826 plus GST books a fully serviced single display space (which includes panels, power, lighting and floor covering). Vanessa White says corner premium double sites are available from $7568 plus GST. “You can also partner with us to create a ‘wow factor’.

 84 percent were very satisfied or satisfied with the show

Albany “Sponsoring and Envico combine. or supplying product for a feature  94 percent intend to visit the 2010 High show. performance doors for gets you additional promotional coverage, at every application. minimal additional cost. Give me a call to find

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out more. Albany and “We are now at around 90 percent capacity for Envico combine. the show, however there are still some great Albany and Envico combine. High performance High performance doors for doors for everyevery application. Deal direct with the application. manufacturer! Reversing Safety Edge

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Unit 1-3 / 92 Takanini School Rd, Takanini, Auckland 2112, NZ P.O Box 72 670, Papakura, Auckland 2244, NZ Phone: +64 (0) 9 2672030 Fax: +64 (0) 9 2672031 Mob: +64 (0) 274 768271 Email: URL: URL:

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64 | September/October 2010

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“This is a fantastic opportunity to showcase your products and services to a large targeted audience in one place and one time! “Whether you’re an exhibitor or a visitor, I look forward to seeing you at New Zealand’s premier trade event for the food and beverage technology and packaging industries.”

XPO Exhibitions PO Box 976 8300 Newmarket Auckland T  (09) 976 8300 F  (09) 379 3358 E — Advertising Feature

  Foodtech Packtech   2010 at the   ASB Showgrounds Tuesday, October 12   10am — 5pm Wednesday, October 13   10am — 7pm

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spaces available, so please contact me for further details,” she says.

Thursday, October 14   10am — 4pm

Initiatives | Life Health Food

Lisa’s is a brand that’s proud of its traditional tastes and flavours. The extensive range of ‘easy entertainment products’ includes hummus, plus chunky and gourmet dips. This range is now complemented by a new selection of toppings, dips and falafel mixes.

for life The earth’s organic resources have long been a foodbowl for humanity. And while the fast food fad may have proven popular among some consumers for a time, health oriented culinary cuisine that is gentle on the environment is well and truly back on the commercial menu.

Made with the perfect protein of whole soybean, and the company’s care and dedication, Bean Supreme stands by its slogan, “We use no meat in our products. No lamb. No pork. No bull”. Creating cuisine with a health kick, Bean Supreme promises no animal fat in its products.

In response to the demand for fresh food, a 100 percent New Zealand owned company, Life Health Food (LHF) Limited is harvesting the earth’s most natural resources and delivering them via environmentally sensitive packaging for consumer convenience.

Naked Organics is all about cuisine without compromise. All the brand’s products are made with fresh ingredients, organic when possible, and are never tainted with artificial colours or preservatives. Naked Organics new range of soups are made with produce from New Zealand farms in regions well known for the production of these key ingredients. Distributing homegrown products that are good for you and local business is Naked Organics forte.

A corporate entity managing a collective of brands that represent a uniform vision, LHF was built as an entrepreneurial business committed to its customers, employees and suppliers. The business embodies strong beliefs and ethics and has an enduring appreciation of social responsibility, which aligns with sustainability. Bringing together a group of New Zealand’s best loved foods brands, LHF aspires to be known as an ‘innovator in healthy food that celebrates life’. The company sets out to do what is right in food production and its foods are ethically sourced. There are also no genetically engineered ingredients included in recipes and LHF espouses a plant based philosophy. LHF is a proud supporter of global aid organisations such as Oxfam and ADRA and also donates products to the local community on an ongoing basis through organisations such as the Salvation Army, the Auckland City Mission and the Viviana Women’s Refuge. These community groups in turn distribute LHF’ products to people in need. Having adopted brands like Bean Supreme, Naked Organics and Olive Grove, whose names pay homage to the fresh and natural qualities of ingredients utilised in these recipes, LHF has recently added a new culinary addition to its food brood — Kato Foods.

New Zealanders are choosing Olive Grove great alfresco foods to complement their laid-back summer lifestyle. Providing fresh deli-foods, including a range of falafel mixes and deli-dips, Olive Grove has positioned itself as the “home-entertainers choice for interesting, quality foods”.

getting to know LHF Having moved into a new facility to centralise the brands’ manufacturing, dispatch and administration, LHF’s goal is to provide people with healthy choices in quality cuisine at every stage of life. “We just want to do it right. It isn’t enough to be a company that produces good food. We want to be a company that does good. We strive to be a fully sustainable, ethically sound company.” Life Health Food Limited PO Box 19983 Avondale Auckland 1746 T  (09) 829 5700 F  (09) 829 5703 E      — Advertising Feature

To ensure LHF is a sustainable business in the long term it:  Recycles and manages waste of raw ingredients packaging  Endeavours to utilise recyclable packaging  Actively looks to reduce the amount of plastic and cardboard in its packaging  Works with suppliers on space management in shipments to reduce carbon emissions.

Murdoch provides solutions that deliver return on investment throughout the entire lifetime of the plant. Whether you need to make the most of your existing plant, want to develop a new process or need an entire factory built from scratch, we can design and build an appropriate, reliable solution.

Murdoch congratulates LHF on the establishment of their impressive new facility.

Plant solutions that deliver FOOD PROCESS ENGINEERING Auckland (09) 520 1673    September/October 2010 | 65

Initiatives | Auckland Regional Transport Authority/New Lynn Interchange

The New Lynn Station redevelopment is part of developing an integrated transport network and providing more choices. The building features distinctive art works by prominent local artists

Unlocking The redevelopment of New Lynn Station is the first step in New Lynn’s long-awaited transformation, offering local residents a far superior range of transport options.

interchange potential

New Lynn is one of the busiest stations on Auckland’s rail network. With projected population growth, the station will be an important hub in Auckland’s transport network.

Largest urban project The redevelopment of the New Lynn rail interchange is the lynchpin in the largest urban regeneration project occurring in New Zealand today. It is also the single largest investment in Auckland rail in the past 60 years and the country’s largest ever public transport infrastructure investment.

The New Lynn Station redevelopment is to do with developing an integrated transport network and providing more choices. It will allow for more frequent and reliable passenger services and will aim to improve pedestrian safety and traffic flow around the rail network. The interchange will receive thousands of daily commuters and will provide an 18-minute connection to the Auckland CBD. New Lynn becomes a major transport hub under ARTA’s (Auckland Regional Transport Authority) future plans, providing bus connections to the rapid transport network, of which rail is the backbone. Improvements at New Lynn are essential to cater for future needs, fit in with the recently completely double tracking and to handle longer trains. Building underground is the means of ensuring the more frequent train movements will not further adversely affect the traffic congestion at the New Lynn town centre. The $305 million project involves putting Auckland’s western rail line into a trench measuring about 1km long and up to eight metres deep, building a two-level rail and bus interchange above it, integrating a new roading network around it and encouraging new land development to complement it. The state-of-the-art station includes a streetlevel concourse with waiting room, toilets and ticket office. Access down to the platforms is provided by lifts, escalators and stairs. The building also features several distinctive art works by prominent local artists. ARTA project engineers report the New Lynn station project is progressing well and will be completed on September 19 for access by the public to all areas, including ticket office, waiting room, toilets and bike storage. The official opening ceremony is planned for September 24. The associated roading infrastructure should be completed about a month after the opening. Waitakere Mayor Bob Harvey says the emerging New Lynn is the result of the persistence, passion and belief of many people from different organisations over many years. “We are grateful to a number of organisations such

66 | September/October 2010

as the NZTA who continue to support our vision for New Lynn’s revitalisation,” he says. The first part of the project is the transport interchange and the integral part it plays in the long-term revitalisation of the historic New Lynn town centre. It includes work done in Clark St, Rankin Ave, Portage Rd and Astley Ave. Funding partners are Waitakere City Council, Auckland Regional Transport Authority, KiwiRail, Watercare Ltd and the New Zealand Transport Authority. ARTA is New Zealand’s only regional transport authority, established in 2004 to plan, fund and develop a successful transport system for the rapidly growing Auckland region.

Future New Lynn works Waitakere City Council has been granted more than $40 million in funding for further transport development at New Lynn. The New Zealand Transport Agency funding enables the council to proceed with Stage 2 of its New Lynn Transit Oriented Development (TOD) programme, which includes building a major extension of Clark Street. The 300m dual carriageway will extend Clark Street to the west from the Rankin/Totara Avenue intersection and then curve to the north to connect to Great North Road, crossing over the new rail trench. Landscaping will be a priority for the new roadway, which will bring the added benefit of pedestrian access between Totara Avenue West and the largely residential Ambrico Place on its opposite side. The funding also allows for the redevelopment of Totara Avenue West and the adjoining Todd Triangle as a more pedestrian-friendly business area and focal point for the town centre. The roading work is a key element of the new transportation network being delivered in New Lynn through the council’s TOD project, and is part of a wider vision of transforming New Lynn into a vibrant regional town centre. Work on the Clark Street extension and Totara Ave West will begin in early 2011 and is expected to be complete by mid-2012.

Initiatives | Auckland Regional Transport Authority/New Lynn Interchange

Initiatives | DJC and Associates

Keeping the lines of communication open… Telecommunications today bears little resemblance to the industry of a few short years ago. We are a long way past smoke signals, semaphore and the dot-dash-dot of Samuel Morse’s code and the telegraph. The modern telephone and the technologies it has spawned are luxuries most take for granted and few could do without. Today’s compact and capable mobile versions double as a music player, diary and camera, and offer possibly the most influential of all applications — a wireless internet connection.

Urban plan development The New Lynn Urban Plan, adopted by Waitakere City Council in June, provides a blueprint for the future development of New Lynn. The plan builds on the major investment in the new transport interchange and is intended to become a legacy document that will shape future planning, investment and policy decisions. Waitakere Mayor Bob Harvey says the plan highlights the full potential of New Lynn. “The plan is essential to New Lynn’s transformation from an under-performing suburban district to a dynamic urban environment like no other in New Zealand — an accessible, successful and

inspiring place that people will be enthused to work, live and play in.” The public provided important feedback on the plan prior to its adoption and the council believes it sets a benchmark for regeneration projects in the Auckland region. Auckland Regional Transport Authority Private Bag 92 236 Auckland Mail Centre Auckland 1142 T  (09) 379 4422 F  (09) 379 4423 E

— Advertising Feature

These, and many other innovations have aligned and evolved under the all encompassing umbrella that is telecommunications. It is a big industry that’s growing quickly and as such, where this growth occurs, its influence is felt. But because telecommunications is an esoteric industry, crafted by the technical nature of the work, this influence requires specialist skills. Add to this the industry’s rapid evolution, where it seems to be in a state of constant change, then these specialist skills need to evolve as well.

Keeping pace with change The professionals which comprise its landscape have to keep pace with this change. And this is where DJC and Associates comes to the fore. With a vast and varied range of experience within the broader telecommunication landscape, David Cox formed DJC and Associates and CITT (Company of International Telecommunications Trainers) in 1996 to provide just this service; a stable and practical training provider that is focused on the actual performance needs of the people within the complex industry. As an act of entreprenurial vision it has served him well; DJC and Associates is now New Zealand’s foremost provider of training and performance improvement services for telecommunications and related industries. Technical training courses range from computers, local networks and the internet through to data transmission and building cabling. Soft skill courses are offered through its learning partner The Learning Wave and are

available in areas from personal development to performance improvement. It is backed by key shareholder Downer EDI Engineering, which is committed to supporting DJC’s vision and purpose. These services are vital ingredients considering the landscape of contemporary communications and its rate of change. To achieve the right solutions and minimise the risk of technological change on today’s businesses, these decisions require the input of an experienced and established supplier with a proven track record and long term commitment. This needs to be a partner who actively participates at the heart of the industry where standards are set and new technologies are discussed years before they are deployed, one who provides an extremely high level of assurance that emerging technologies, standards and new regulations won’t catch you out. DJC and Associates is that partner. DJC and Associates Corner of Carbine Road and Arthur Brown Place Mt Wellington T  (09) 486 2033 E      — Advertising Feature

Optical Fibre Specialists We supply: • Passive optical technology • Innovative Active solutions • Carrier Class Solutions • Test and Measurement • Optical Accessories • FTTH technology

atg congratulate DJC on their success in the Telecommunications Training Industry.


34A William Pickering Drive, Albany, Auckland. Phone 09 4760364 Fx 09 4769333

Innovative suppliers of Optical Fibre Technology to the New Zealand and International Telecommunications Industry.    September/October 2010 | 67

Goods and Services | Storepro Solutions

Goods and Services | RH King and Sons


your storage

Storepro Solutions’

product list: Commercial/Warehouse  Double deep pallet racking  Drive-in pallet racking  Cantilever racking  Raised storage areas/ mezzanine floors  Selective pallet racking  Pallet racking component breakdown  Storepro boltless shelving  Heavy duty longspan shelving  Second hand pallet racking and shelving.

Home and office

 Storepro boltless shelving  Office storage/shelving


 Pick ladders/trolleys  Conveyors and gravity flow systems

 Wire mesh decking  Workbenches


PACKING • Export crates • Bearers/Dunnage • Coversheets/slipsheets • Pallets kitset or assembled SHELVING • MDF • Tri-board • Particle board

Proud to support Store Pro Ltd. PO Box 442, Kumeu, AUCKLAND 156 Main Road, Kumeu, AUCKLAND PH: 09 412 7503 FX: 09 412 7510 E-MAIL:

Six years ago, Aaron Young’s entrepreneurial eye saw an opportunity to provide the storage market with a broader range of product while introducing a personalised, professional and complete service with an increased level of customer satisfaction. He founded Storepro Solutions and today, even after a major recession, his business has grown to a company of 18. General manager Robbie Turner thinks the company’s list of recent projects says it all. From moving Husqvarna New Zealand into its new premise in Mangere, to supplying the product for Strong for Honda’s new distribution centre in Onehunga, to creating one of the largest raised storage areas in New Zealand for Argyle’s school wear — big projects are increasingly coming the company’s way. However, Turner emphasises Storepro Solutions will work on projects of any size. “We’re content to chip away at the small jobs, the day-to-day stuff. “Our primary focus making sure we react quickly to customers and supply what they need. We have a better reputation because we react so quickly, so we wind up winning the larger projects anyway.” Storepro Solutions offers free no obligation quotes, layout design ideas and project management, as well as a relocation, maintenance and installation service. Turner says another reason behind Storepro Solutions’ success is its effective sales and installation team. “We don’t have to be reliant on contractors who can do things out of our control. Because we have our own crew, the buck stops with us.”

Fabrication innovator Like many innovative Kiwi businesses, RH King & Sons started in a garage.

It was founded in the late 1950s by Bob King who, after becoming a stainless steel fabrication expert, set up on his own. He was later joined by his two sons, Graham and Grant, who now run the business together. The business — known for its fine craftsmanship in creating high quality stainless steel and steel products — has expanded and diversified during the years. Now located at 5 Gordon Road, Morningside, in central Auckland, there are 20 staff, who between themselves have more than 200 years of experience. “We are proud to have served many Kiwi business over the years,” Graham King says. “Several of our clients are now into their third generation working with us.” During the years RH King & Sons has evolved with the times and now offers a wide range

of stainless steel products. The business manufactures for some of New Zealand’s leading restaurants — items include stainless benches, extraction hoods, kitchen accessories, tables, trolleys, bain maries, handrails, furniture, wall linings, steel house beams and designer custom made stainless benches. RH King & Sons also manufactures its own brand King grease converters, extraction hoods and stainless wall linings. Graham King says customers should give them a call, an email or come by the shop to discuss any project with the team. “We are happy to provide free quotes, friendly assistance and suggestions on design concepts.” RH King & Sons Limited PO Box 10024 Gordon Road Auckland T  (09) 845 2936 F  (09) 845 2938 E    

Advertising Feature

Storepro Solutions PO Box 28-722 Remuera Auckland T  (09) 579 1002 F  (09) 579 7007 E    Advertising Feature


Stainless and Steel Fabricators of: • Extraction Hoods

• Restaurant Kitchens

• Custom Benches

• Bar Benches

• Stainless Wall Linings

• Shelving

• Grease Converters

• Mobile Tables

5 Gordon Road Morningside Auckland • Phone (09) 845 2936 • Fax (09) 845 2938 68 | September/October 2010

Goods and Services | Neuservice

 The commitment to arriving on time is viewed by the company as common courtesy to customers. If for some unforeseen reason there is a delay, Neuservice will contact the client and advise accordingly


 Communicate with customers at all times, ensuring they are always aware of the status of their project: no surprises, no hidden costs, less stress  To be clean and tidy. Professionalism is a core value at Neuservice and all the company’s plumbers wear uniforms  To conduct themselves in a courteous, professional and friendly manner

 To clean up after themselves, ensuring there’s no mess for customers to clean up after a job has been completed  To provide a quotation shortly after conducting a site visit, as it’s only fair that clients receive prompt and efficient service.

Neuservice Limited PO Box 28872 Remuera Auckland T 0800 463 873 F 0800 263 873 E   — Advertising Feature

ervice to the fore

In a competitive marketplace, companies with distinguishable qualities attract customers. To retain the trust and patronage of these customers, a business must provide a consistent and efficient service.

still continued to add cost effective elements to its operation.

Neuservice embodies these qualities and has its efficient practises down to a fine art. Currently offering plumbing, gasfitting, drain unblocking and bathroom renovations, Neuservice is a fully accredited member of Site Safe New Zealand and Master Plumbers, Gas Fitters and Drain Layers (NZ) Inc.

All Neuservice’s vehicles are fitted with GPS units to ensure accurate time allocations to jobs.

Neuservice works with reputable product brands and a team of highly skilled staff registered with the Plumbers, Gasfitters and Drainlayers Board to ensure the highest level of quality is attained.

Offering a 24 hour, seven day week service, Neuservice can take care of all your regular and emergency needs.

After emigrating from South Africa, brothers Greg and David Neumann earned their plumbing qualifications in New Zealand and with their combined skills, sought out an opportunity to establish their own business. The brothers had a vision to achieve the philosophy ‘done right, every time, guaranteed’. The original business, Neumann Plumbing, was later rebranded as Neuservice Limited. “We started the business looking at the potential for it to be a franchise but have always kept our main focus on our core business of plumbing and it has slowly grown from there,” Neuservice director David Neumann says. “Our turnover doubled in the first couple of years and the business has grown 100 percent each year since inception except during the recession.”

As part of its service, Neuservice offers free no-obligation quotes and its vehicles have been stocked with a wide range of materials, reducing the need to travel to merchants for stock and ultimately reducing the time spent on a job, which saves customers money.

This procedure combined with a new policy implemented recently that Neuservice only start the clock when staff arrive on site, ensures peace of mind for clients.


Strategic Planning :: Sales & Marketing Debtor Management :: Exit Strategies Online Marketing Solutions

Professional Business Coaching that provides quality solutions to meet your needs.

0800 MADILACH (623 452)

We specialise in locating underground water leaks, in all pipe materials, no repairs are carried out. Pipe and Cable trenchers located and entry points to buildings found. Call for our very competitive rates or advice, because we are here to help. Residential and commercial, Auckland wide.

Freephone 0800 500 330 | PO Box 72 095 Papakura 2244

And despite the difficult economic climate throughout the past two years, the business has

One of the world’s

BIGGEST names in vitreous china bathroomware has just landed at Plumbing World Lunn Ave with surprisingly price tags

50 Lunn Ave, Lunn Ave.

| Ph 09 574 0057 |    September/October 2010 | 69

Solutions | Gray Bartlett’s Career Design

Path to musical success Guitarist, musical director, composer, producer and concert promoter Gray Bartlett MBE has been picking his way to success for more than 35 years.

Proud to be Gray Bartlett’s first choice in recording studios

Through 30 albums and 20 singles, Bartlett has sold well in excess of a million units of his music. Now he’s turned his focus to helping aspiring young artists make it in the industry. Gray Bartlett’s 1965 single “Lay Playa” made the charts in New Zealand and in Japan (reaching No.2 there) selling an unprecedented 410,000 copies. In 1968 he joined Rolf Harris as a guest artist, touring New Zealand and Australia. Bartlett has an eye for young and talented artists. He discovered young songstress Hayley Westenra who, under his guidance, saw her first solo album go triple platinum in New Zealand. Using time proven principles in conjunction with key industry professionals, both in New Zealand and overseas, Bartlett has created a unique program called Career Design.

- Mike McCarthy

Talented applicants

Bartlett selects about four extremely talented applicants a year for Career Design. Using his extensive contacts in the music and media industry, he records songs with them and plays them to international record labels. He also organises a series of events, a concert and media interviews for the aspiring artist in New Zealand as part of a three-month promotion package. Since he began Career Design in 2003, all his protégés have signed record contracts.

Career Design Po Box 25-275 St Heliers Auckland T  (09) 575 1214    0274 959936 E 

— Advertising Feature

e l i b o m a th i w d o o g ng i h t e m o s Do To donate your old phone, pick up an envelope at any branch of ASB, The Warehouse, Warehouse Stationery or Barfoot & Thompson, or drop it into the recycling bins at any Telecom or Vodafone store. Visit for more information.


Proudly supported by

AA Directions STA0109_3 'Ethan' 160x379.indd 1

Chevron NZ

Mercury Energy

70 | September/October 2010



Ticketmaster 6/05/10 3:09 PM

Whatever the occasion, Wedding, Birthday, Party or Corporate Event, our professional service and extensive knowledge can help complete your event. Our vast range of hire products will ensure your occasion is a success!

Our showroom is open Weekdays: 8.30am to 5pm Saturday mornings: By appointment 2 Civil Place | Albany | Auckland 0632

Phone: 09 4759500 Email:

Finally, a

Xmas Gift

that your staff will actually thank you for

Treat your staff and clients this year with the perfect Gift!

LINCOLN LIMOUSINES Receive a complimentary bottle of Champagne with any limousine ride by mentioning this offer during the Xmas Period* * Offer ends 20th October 2010, some special conditions apply which can be viewed at

Lincoln Limousines is also a great way to impress at CORPORATE LUNCHES / DINNERS / PARTIES / CELEBRATIONS


Showroom: 28 Hugo Johnston Drive, Penrose | Ph. 09 525 8096 |

Auckland Today magazine #85  

Issue number 85 of Academy Publishing's Auckland Today magazine

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