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Issue 86 | November/December 2010


beautiful game Inside New Zealand Fashion Week with cosmetics style icon

Phoenix Renata

Change Management

What to and not to do when instigating organisational change

Dealing with disaster

Lessons from the Garden City

Pardon the interruption

Workplace distractions — a pest or a path to creativity?

Supercity business

Can a united council overcome local agendas? News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1508

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Issue 86 | November/December 2010


beautiful game Inside New Zealand Fashion Week with cosmetics style icon

Phoenix Renata

Change Management

What to and not to do when instigating organisational change

Dealing with disaster

Lessons from the Garden City

Pardon the interruption

Workplace distractions — a pest or a path to creativity?

Supercity business

Can a united council overcome local agendas? News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1508

Auckland Today

Issue 86

20,162 ABC circulation as at 30/06/10 Head office Academy House 818 Colombo Street PO Box 1879 Christchurch

Are workplace distractions the ultimate pest or an essential path to creativity?

General manager Rebecca Harris

admin manager

sales & advertising Robert Cochrane      sales executives Janet Campbell Jane Watson Grant Williams Karen Carley-Bridge Luke Finucane Lisa-Maree Taylor 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 Melanie Stanbury       designers CJ McKay Hayley Brocket Ryan Carter Ian Knott Kirsty Opie Jarred Shakespeare 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.


Dollars and sense

Cover story

Reserve Bank Governor Dr Alan Bollard talks about safely steering our economy into a new era of optimism

Inside Fashion Week with Phoenix Renata, founder of the Phoenix House of Makeup, in an industry whose art and craft is constant reinvention





Objects of affection, palate pleasers and cheeky appliances sure to tickle your fancy

The Peugeot RCZ wouldn’t look out of place on a catwalk, but how does it perform on the road?

Change Management Dealing with the dynamics of change, the right way to restructure and handling the human factor


Change management

Business features

6 Finding the right formula economic balancing acts

15 The right way to restructure how you change is equally as important as what you change

26 Initiatives RedBull Powder Company, JB Attachments and Underground Network Services

7 Thinking inside the box getting a product across the ditch isn’t all smooth sailing

16 The human factor you can’t push a square peg into a round hole

32 Focus PPS Industries, Amediate Engineering, Production Techniques, Puhoi Valley Cheese and the Muriwai Golf Club

6 Supercity business can a united council overcome local agendas? editor



Pardon the interruption

managing director Gary Collins

administration Kylie Moore       Kelly Clarke Rebecca McQueen Kimberley Wells Craig Mills


9 Websites that work finding the formula for online success 11 Working to rule do our employment laws measure up?

14 The dynamics of change you’re either moving forward, or falling behind

Viewpoints 18 Management top tips for CEOs

17 Dealing with disaster lessons from the Garden City

25 Transport & Motoring Hampton Downs MotorSport Park

37 Business development Livingstone Building’s Northern Area Swim School project 38 Property & Construction Shears & Mac, Enterprize Steel, Chenery Contracting, Peter Swan Limited, and Sharp and Page

18 Events diary courses, events and seminars near you 20 Products 4U the bean scene 21 Lifestyles toys, tools, destinations and palate pleasers

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4 | November/December 2010

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— business boom or bust?

inding the right formula

By Bridget Gourlay

It doesn’t matter if you live in Flat Bush, Forest Hill or Freeman’s Bay. The long talked about supercity has happened and the same mayor, the same council and the same rules apply from Rodney to Franklin. The point of the cities merging was to put an end to rampant bureaucracy. With the new supercity, the council is now focused on thinking about what is good for the whole region, not just ‘what’s good for my patch of grass?’ says Auckland Chamber of Commerce CEO Michael Barnett. This means, (hopefully) a lot less bureaucracy and a lot more business confidence, he says.

Streamlining bureaucracy Barnett says the fact that businesses are now dealing with just one agency is going to be beneficial. For example, in the past a company trying to do work in Manukau and the North Shore had to deal with two city councils and occasionally the Auckland Regional Council too. “The reduction in duplication by having one agency to provide process means a faster decision for things like resource consent. For so long, it seemed that when projects came up the process part took longer than the implementation process.” In the past, a builder had to adhere to one set of regulations in Otahuhu and then a set of different ones a few blocks further down in Manukau City. Barnett says there will no longer be different rules for different places, meaning tradespeople can learn one code and stick to it.

Same direction One ruling mayor and council also means one Long Term Council Community Plan (LTCCP). This means an end to the boundary disputes, clashes over where roads should be built and where transport networks should exist. In the past, if the Waitakere City Council wanted to build a road into Auckland across one area, but the Auckland City Council wanted that area to become a local park, the issue stagnated for years as the two parties fought it out. People kept using the same, increasingly shoddy, jam-packed roads. But now, if the council wants to build a road, it can follow due process and build one, the same way city councils do in Whangarei and Wellington. Having a unified LTCCP for the region means if the council decides on a direction for the city, every business can look at it and see how they can capitalise on it. For example, if the council decides it wants Auckland to attract more major Asia-Pacific conferences, businesses can see where venues are being built and create nearby hotels or restaurants. Barnett says he is positive change will come, even if it’s not immediate. “In the first few months we’ll be lucky to see any change as systems bed down, but as we get into the first 12 months I would not only expect there to be changes, but improved delivery and improved efficiency.”

By Kate Pierson

Nothing in life is ever certain, except of course for the degenerative nature of the human condition. One of the most unpredictable element’s within any society is economic growth, because its health is perennially vulnerable to social, political, industrial and environmental factors. But while an economy’s state of play may often be characterised by ambiguity, it’s a no-brainer that economic growth needs to be nurtured and achieving and maintaining a strong economic pulse requires balance and strategic decision making. In September, New Zealand Reserve Bank Governor, Alan Bollard announced the official cash rate would be held at three percent — a move that was anticipated by economists. “While the global and domestic economies continue to recover, the outlook has weakened since our June statement. We consider it appropriate at this point,” Bollard explained of the decision. The Governor also maintained future rate hikes would be more moderate than previous forecasts given the disruption caused by the Canterbury earthquake. The New Zealand Institute of Economic Research’s (NZIER) principal economist, Shamubeel Eaqub also discussed the OCR hold, commenting, “The RBNZ will pause in raising interest rates given near term growth risks and

6 | November/December 2010

distant inflationary pressures. We expect the RBNZ to keep the OCR at three percent until March 2011 and then gradually increase to 5.5 percent by early 2012. Rates may rise earlier in 2011 if the recovery strengthens.” Although the June quarter was the fifth consecutively in which GDP expanded following the recession’s five quarters of contraction, a four percent decrease in the manufacturing industry offset nearly all the growth in this quarter. “All manufacturing sub-industries, with the exception of wood and paper products were down in the June 2010 quarter,” Statistics New Zealand acting national accounts manager Stephen Oakley advised.

Crawling along

economic growth? What will the government be doing to find the right formula to stimulate economic growth moving forward? First and foremost, Eaqub advises that New Zealand businesses should be reviewing their investment and recruitment plans, as well as evaluating their risk exposures. In August, Minister of Finance, Bill English offered reassurance that the Government has built its long-term economic plan around six key policy drivers: ■ Strengthening our tax system ■ Better, smarter public services ■ Reforming regulation

With only 0.2 percent growth in GDP when the market had expected 0.8 percent for the June quarter, these sluggish figures confirmed New Zealand’s economy was crawling.

■ Education and skills

“The recovery is slowing. This is evident in local and global data. There is sufficient momentum and stimulus in the economy to avoid a repeat recession, but the economy will be soft in the next six months,” Eaqub said.

“The only way we can permanently lift New Zealand’s economic growth is through considered and consistent reform and change year after year. Budget 2010 took several steps in that direction — including across the board personal tax cuts from October 1, which will help narrow the gap in after-tax incomes compared with Australia,” English explained.

In the wake of the Christchurch earthquake, New Zealand Treasury published an economic brief which estimated that the consequence of disruptions to the economy will reduce New Zealand’s September quarter GDP by 0.4 percent, relative to what would have been achieved had the earthquake not occurred. So with the slow economic recovery confirmed and financial stresses attached to the October GST hike growing, what does this mean for

■ Business innovation and trade ■ Investment in productive infrastructure.

It’s palpable there is a comprehensive plan in place to help New Zealand’s economy recover and re-energise. But whether the plan has effective potential remains to be seen. If the NZIER’s expectation of an economic growth slump in 2011, before a rebound in 2012, is anything to go by, we could be waiting a while.


Productivity drivers Productivity is described as how well an organisation converts resource inputs into goods or services and workplace productivity as how firms can utilise tools to improve the quantity and quality of output. Put simply, it covers the ways to do things better and smarter. The Workplace Productivity Working Group was established in 2004 to stocktake of New Zealand’s workplace productivity and identify practical options for its improvement. Key productivity drivers: ■ Building leadership and management ■ Creating productive workplace cultures ■ Encouraging innovation and technology use ■ Investing in people and skills ■ Organising work ■ Networking and collaboration

Thinking inside the

■ Measuring what matters. “Improving workplace productivity is not about working harder, but about working smarter,” the group concluded. Anxious to see an action driven approach, the Auckland Chamber of Commerce surveyed members to discover what issues are important to them in relation to productivity and what actions they have taken to increase productivity.


Results uncovered many productivity measures, CEO Michael Barnett says. “People, process and technology seem to be three key components — and good leadership was a prerequisite.” Visit drivers.asp or for full analysis

By Melinda Collins

Since the capital development following the industrial revolution, we’ve been taunted and teased to shop, acquire, hoard and collect. The reason for this is simply because we could. For the first time in history, products were available in outstanding quantities, for outstandingly low prices; the era of mass consumption was upon us. Now what this has given rise to is the storage industry. As we collect, so we need to store. Steve and Jonelle Phillips started Auckland’s Smartbox in 2006, to meet the ever changing needs of the storage industry. “We’re a mobile storage company,” Steve says. “This is a very unique and different concept of storage. We send and leave the storage unit at your premises, then pick up the unit when you have packed your belongings and store it in our secure storage facility.” A Smartbox storage unit is approximately 3 metres long, 1.8 metres wide and 2.4 metres high; generally fitting belongings from a one to two bedroom house in one unit. For business storage you can load up to 1400kg in each box — approximately 85 standard size archive boxes full of paper. Mobile storage might be a cool case of Kiwi ingenuity, but the Aussies are jumping onboard too. Two years ago, Smartbox entered the Australian market with fantastic results. But it took almost two years to make the leap. “We’re firm believers of mapping things out,” Jonelle says.

“So we spent almost two years evaluating the market over there and ensuring what we had here would work there.” While moves such as Closer Economic Relations have sought to remove tarrifs and restrictions on trade across the ditch, it’s not all smooth sailing. “Taking the business to Australia wasn’t an easy process,” Jonelle adds. “We have different rules and regulations to Australia — recruitment, banking systems, insurance, legalities; they are vastly different. “The research we did provided a road map; we knew what to expect and we weren’t in a rush, which eliminated any pressure. But any business who wants to move into the Australian market needs to do their homework or they fall flat on their bum,” she laughs. But legwork wasn’t unfamiliar to the couple, who spent 18 months mapping out the business before taking the first step. “It was an 18 month process of trying to put everything together,” Steve says. “The business hadn’t been done before; we had to develop systems and processes from scratch so we had to be well planned before we opened the doors.”


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Planned process Growth has also been a planned process, Jonelle says. “We started from nothing, so we had geared ourselves up for substantial growth. Right from day one we were ready and prepared with full staffing onboard and the capacity to go ahead. The original budgets and targets — we’ve achieved, so it’s been a planned process.”

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Growth has remained stable — around 50 percent every year — and because of the business’ mobility, there is no growth cap, Steve says. “The bonus is we’re never at capacity. The joy of this business is growth, income, business — it’s not capped. Unlike a fixed facility, if we have more customers, we just build more boxes.”    November/December 2010 | 7


Pardon the interruption

By Kate Pierson

When someone’s accused of being distracted, it’s usually done with a negative connotation. Deemed the arch nemesis of employers and the antithesis of productivity, a distraction is considered a monopoliser of time and only leads employees astray.

Are distractions really the workplace pest employers make them out to be? Or are some distractions the essential path to creativity; a subconscious reboot before another burst of inspiration?

Aligned with the practice of procrastination, distraction in the form of objects, people, or practices that induce wandering eyes and minds, are considered breeders of bad habits.

A survey released by Australian Recruitment Firm Robert Walters has outlined the top five office distractions that disrupt the harmony of a productive workforce. In association with organisational psychologist Michael O’Driscoll, we’ve dissected these distractions and elaborated on them further, exploring the pros and cons.

Not helping is that the digital age has delivered distractions like never before and the ensuing war to eliminate distractions from the workplace, with the front line being filters, blocks and bans, has led to one definitive conclusion — distractions are a bad influence. But are they?

Some would argue it all depends on the job and that quantity driven positions, like data entry that demand a consistent pace for maximum results, are an entirely different ball game to creative vocations like writing or graphic design that require time for brainstorming and reflection.

Of the gathering interest in this topic, O’Driscoll says “There does appear to be greater pressure at work these days and a greater need for efficiency and effectiveness. “This is happening at the organisational level and obviously filters down to the individual level. Put simply, organisations need to be more productive and efficient in order to survive and hence they require their employees to ‘up their game.’ “I suspect the ‘distractions’ mentioned in this survey have always been considered a problem, although obviously the technology related ones are more recent. “But perhaps now they are perceived to be an even greater problem because of the need for higher productivity and efficiency.”

Personal emails and internet browsing

Social networking websites

Some employers view workplace resources such as email and internet to be a necessary evil. They harbour concern these modes of interaction and communication may be abused and promote time wasting instead of being treated as a professional tool and, perhaps, privilege.

These have an addictive quality and while many companies have implemented bans on social networking websites, other organisations are embracing them as a way to communicate with consumers.

Other employers understand the key to a consistent work ethic means ‘everything in moderation’ and therefore have more relaxed rules around personal use of these mediums. O’Driscoll says there is even some evidence that cyber-loafing such as surfing the net can actually be beneficial for workers. “As long as it is not excessive, it might give them a break from a monotonous or tedious task they are performing,” he says.

Smoking breaks Smoking campaigns have rendered this habit an unhealthy one and, according to the Australian distractions survey, the consumption of nicotine in the workplace is considered detrimental not only to the health of the employee but also to the health of the organisation they work for. Some would argue that smoking and the choice to smoke is a fundamental right. And while there is no direct correlation between the act of smoking itself and enhanced or decreased productivity, some might argue that smoking breaks interrupt the momentum of an employee’s progress, while others would say prohibiting sporadic ‘smokos’ will result in increased stress and broken concentration.

Ultimately, O’Driscoll says it is important to enable individuals to exercise a degree of autonomy and control over their work time and efforts to encourage people to feel engaged with their work and take ‘ownership’ of their job performance.

Personal calls and text messages

“Excessive monitoring and rules can lead to feelings of disengagement from work and ultimately alienation. The issue is how much personal control is appropriate, given the roles and responsibilities of the individual,” he explains.

There’s no right or wrong verdict on this ‘distraction,’ because how appropriate it is to be sending or receiving messages or making personal calls at work depends on the nature of the business and its personal views on the matter.

8 | November/December 2010

In today’s technological climate, the presence of personal communication devices in the workplace is an inevitability.

It’s difficult to definitively adjudicate whether an employee’s use of a particular social networking domain is detrimental to their productivity and again the appropriateness of them doing this during work hours depends on the views of the organisation. If a company benefits from an online presence, having staff interact with consumers via these digital environments may be a bonus. But an organisation that thrives on concentration and consistency may find productivity and an uninhibited access to the likes of Facebook, Twitter and Bebo just don’t mix.

Talkative chatterbox colleagues If compatible personalities co-exist in an open plan office, chances are the discourse in the workplace will at times stray from the professional dialogue fostered and expected by the employer. Furthermore, there’s a fine line between positive social interaction and unproductive conversation. “Talking with one’s colleagues fulfils important social needs, as well as possibly conveying important job-related information, but excessive chatter might be dysfunctional,” O’Driscoll comments. “For instance, at work there is sometimes a belief that too much informal interaction with work colleagues can distract a person from focusing on their actual specific work tasks. “Sometimes, however, a distraction can be beneficial.”


Websites that work By Bridget Gourlay

In our digital world, websites are the new shop windows. They are the first glance, and if done properly, they’ll make people want to come in and look around. In this case, bigger isn’t always better. Don’t think flash graphics, acres of text or expensive tools are necessarily going to drive business. Olivier Teernstra, programmer and graphic designer at Imachination, says the best advice he can offer is to keep it simple. “Make sure the most important information — the ‘about us’ and contact details are very prominent. As long as you stick to making sure the most important information is no more than a couple of clicks away then everything else is just the cream on top.” Recently I visited a property investment website which showed 15 seconds of panoramic shots of the area they were selling before I could see the homepage, which made me feel bored and frustrated. Am I just a product of the MTV generation?

No, Teernstra says. That would irritate most of the website visitors. “People hate that. The client may like the flashy images, because it shows off the brand but the customer or the visitor just wants information.” Teernstra thinks is a great example of a website with a lot of information that isn’t overwhelming. He says it is really easy to navigate and is aesthetically pleasing. Andrew Duck, executive director of Quigcorp, says many small businesses get a website built for the wrong reasons. “The thing most people miss is purpose — clients say they need a website right now, because their competitors have got one. They don’t have an understanding of process or an idea of how they will use it or what you can do online.”

Marketing miss Duck says he knows a business who spent $30,000 on a website but never put it on their business cards, let alone marketed it properly. And once a business has a website, it should continue to asses its worth and information. “SMEs should know how many first time and how many repeat visitors come to their website,

every week, every month. They need to know what areas of the site they visited and how many visited the parts of the site you want them to visit the most, for example signing up for email updates.” Duck says a well designed website is the most important factor. But he says speed comes a close second. “Statistics used to show that people would wait seven seconds before deciding whether to stay

or go. That statistic is now 0.7 seconds. As soon as they see first image they decide whether to trust you or not, and trust is a currency.” Bold headings, hardly any text, quick access to information without fancy videos? It may sound like the ideal website should be designed for five year olds. Alternatively, you may prefer to think about it in Leonardo da Vinci’s terms, who said “Simplicity is the ultimate sophistication”.

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News Profile | Alan Bollard


sense By Sandy Galland

Do you understand the relationship between monetary, fiscal and tax policy? Do you understand how these and other influences; like the OCR, inflation, deflation, GDP, CPI, PTA, interest rates and overseas economies impact, either directly or indirectly, on your business? Auckland Today went to the New Zealand Reserve Bank Governor, Dr Alan Bollard and asked him how the activities of our central bank impact everyday business and, more importantly, does the average business practitioner understand the bank’s role?

Put simply, the role of the Reserve Bank can be likened to a big juggernaut truck, says Dr Bollard. “This big truck is driving down a motorway and we (the Reserve Bank) are working the accelerator and the brake, but we are not working the steering wheel, that’s a whole lot of other people doing that. “We are trying to work out what the road’s like ahead, but of course we can’t actually see it. We are forecasting ahead by looking in the rear vision mirror. So that, of course, is always going to be a bit dicey and a bit of a skill as well,” he adds. “We would like this truck to move as fast as the road conditions allow, but no faster because that’s dangerous. Or if it is going very slowly, not up to what it could be going, then that is not the best either, because it means it is not getting the growth it could.” So there it is in a nutshell — Bollard and his team work between the brake and the accelerator to try and manipulate our economy for the best possible outcomes.

A stable economy The role the reserve bank has is to do with a number of things to help stabilise the economy. Bollard says the bank is only a part of the government process for getting the best economic performance for our country. “What we are trying to do is make the economy as stable as possible, in particular focusing on keeping price inflation under control so that

businesses can get on, under stable conditions, and make the most sensible decisions to get the best growth they can for themselves.”

where there is certainly no rush to take on extra staff at the minute so the labour market is still quite weak.

Bollard explains the main tool to do this is to move the OCR (official cash rate) around, so that it either slows down the economy if it is running too fast, or to accelerate it if it’s running well below its level.

“Secondly on credit; generally businesses, where they can, have been running down their credit requirements, de-leveraging, looking to be much more conservative about borrowing and are not showing much sign of borrowing for increased investment into the future. At some stage that will have to change and we will begin to see more investment, but we are not seeing it yet.

“We do some other things; we obviously produce the notes and coins you use and we regulate the banks, so that they are sound and New Zealanders can rely on them as stable places to lend their money to and to borrow from.” Does the small business owner fully understand your role? “I’m sure they don’t, but should he or she have to?” Bollard asks. “What I think they need to understand is the government is trying to get a stable environment, so that becomes an attractive growth environment for businesses. In that, of course, government is doing a lot of other things within a lot of other policies, but that’s happening separately to us. We will, however, take that into account when we try and get the most stable economy we can.” When the bank is talking to businesses, what are the recurring messages you are hearing? “Well it’s been a very unusual time. During the second half of 2008 and the beginning of 2009 we had shocking economic and financial conditions of the sort we had not seen before. Not as bad as the 1930 depression, but worse than anything since, and it was also a time most small business owners had not seen before. “We were all rather worried about what was happening and we all had to look at what were the most sensible things to do. In our case we were just looking for stability in the economy. “In the case of a lot of business owners, they were worried about their businesses, worried about their markets, worried about their banks getting tough on them. A number of them responded by making sure borrowings were not too high and their asset base was as sound as possible, that they weren’t running unnecessary costs in their business and that they were hunkered down for the duration. “Now over the last few months we have seen very significant improvements, not just in New Zealand, but around the world. We think we have got through this very bad recession. We think we are coming out but also think that it’s also quite a fragile recovery, so you still have to be cautious. I think a lot of businesses have reached that conclusion as well.” On an individual business level, what can people do for themselves in this current financial climate? “Generally businesses are surprisingly optimistic. I say surprisingly because it has been a very big shock, but the general consensus is that the worst is over and there are better times to come. But having said that, they’re being very cautious on two fronts, one is on employment,

10 | November/December 2010

“A lot does depend on the individual businesses and where they are. Are they servicing the domestic market or the export market? Have they been growing rapidly? Have they taken on a lot of debt and so on? “Those that are tied into markets, directly or indirectly, with Australia or eastern Asia generally have found they are not doing too badly. Some of those markets have found to be quite strong and the prospects are pretty reasonable as well. On the other hand, those that have relied on US and European markets have taken more of a hit, because those countries have been through much more of a shock. “The domestic area? It really depends on just which sectors we are talking about. Some sectors, like tourism and some parts of agriculture, like the dairy sector, have been reasonably strong — others, like some traditional manufacturing and some other services, have been hurt by this.” When do you anticipate we might start to see more growth in borrowing and employment? “A lot of businesses are saying they are going to get through this year with the capacity, plant and equipment they have currently got. I think they are looking to see growth become reasonably robust through this year. “While we are getting reasonable growth numbers at the minute, a lot of it still does depend on government stimulus, that’s both on the tax side on the loose monetary policy side.” You have made recent comments that we can benefit from the “crumbs coming from Australia’s table”. What do you mean? “Australia is growing very fast, the predictions are it will grow faster because of some very big mining developments they have had. When that happens, the Australian dollar is likely to be strong. It is likely to put some of their traditional exporters under quite a bit of pressure and some of their domestic producers as well. “Agriculture has become much smaller in Australia, but there is a strong demand for food products and other primary products. In addition manufacturers there are finding some of their operations hard to be competitive on, and New Zealand manufacturers have been able to be more competitive. “There are quite a lot of export of services in Australia now — tourism is one, but there are plenty of others as well.”

Working     to rule By Kate Pierson

an extension of the 90-day trial period to enable all employers and new employees to have the chance to benefit from it.

Our lives are democratically governed by an intricate web of civic laws and legislation. And despite the occasional frustrations that arise from fleeting feelings of imposition, the rational law abiding citizen in all of us knows their presence is not the result of a governmental ‘power trip’; it’s a fact of life that societal laws exist for a reason.

“We are making a number of other changes to improve the Employment Relations Act, many in line with the National Party’s 2008 manifesto, including making union access to workplaces require employer consent — which cannot be unreasonably withheld,” Key says. “We are also implementing our promise to allow employees the choice to request the trade of their fourth week of annual leave for cash. This is alongside other changes to the Holidays Act to improve this area of the law.” Commenting that these changes will encourage greater negotiation between employers and employees so they can reach mutually appealing agreements, Wilkinson says providing more opportunities and greater flexibility for New Zealanders is essential.

And, contrary to the convictions of one general Douglas MacArthur, who said laws are made to be broken, the reality is, they’re not; particularly when it comes to providing professional parameters for the world of business.

“In this day and age a lot of people work harder and longer so anything that can help achieve greater work-life balance is good. Employment law isn’t perfect. In some cases it can be complicated and we are constantly re-evaluating how specific provisions are working and whether they need to be amended in any way.”

This means educating your organisation about the employment laws is imperative if your business is to stay above board. Furthermore, the evolutionary nature of the system means there’s often new changes and policies to absorb. “The nature of the labour market and the New Zealand economy is always changing. The modern world doesn’t stop,” Minister of Labour Kate Wilkinson advises. “There will be someone working at any given hour of any given day and it’s important that employment law is flexible enough to cover these situations. For employers, this means they have to know exactly what their rights and responsibilities are, just as employees should.”


Business NZ chief executive Phil O’Reilly agrees New Zealand businesses want laws characterised by flexibility, simplicity and practicality. “Business have said they want less complexity, less process and more flexibility to get more productivity and workplace harmony.”

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In recognition of this fact, the most recent changes to employment legislation in New Zealand were implemented by the National Government in July. Prime Minister John Key announced the amendments to the existing Employment Relations Act 2000, which include

For guidance and direction on the Employment Relations Act 2000, businesses can commission legal advice or alternatively, access information from the Department of Labour and organisations such as Business New Zealand, the Employers and Manufacturers Association or their local chamber of commerce. For more information visit

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They work alongside many Auckland    November/December 2010 | 11

News Profile | Phoenix Renata


 game By Kate Pierson

Phoenix Renata led a keen team of makeup artists and models to create a memorable debut for her cometics business at this year’s New Zealand Fashion Week

is Phoenix Renata, founder of Phoenix House After meeting every red light of Makeup. in Christchurch, forgetting the memory manufacturer — the The pink fantasy trusty digital SLR — desperately Since 3500BC, during ancient Egyptian times, when the first archaeological evidence of trying (and failing) to disguise cosmetics was recorded, makeup has been a ‘check in’ quantity worth a sacred ritual. It survived the condemnation of luggage as ‘carry on’ with of the aristocracy who deemed its presence on a woman’s face improper and the criticism a strategically placed jacket, of following generations dominated by and a suspiciously long trip to uptight traditionalists. Auckland’s Viaduct Harbour courtesy of a driver with a very Today makeup is a worldwide commodity. Colour palates channelling the hues of every expensive sense of direction, season are spectacularly diverse, from fierce I arrived at New Zealand shades to the most subdued pastels. The method and style of its application a personal Fashion Weekend (NZFW) preference, makeup allows the wearer to be 2010 already out of breath. a chameleon and re-dress their visual identity That Saturday, September 25, the atmosphere was devoid of air kisses and the cooee of ‘daaahling’. The blink and you’ll miss them model types were virtually non-existent and the Anna Wintours, if they were there, were effortlessly discreet. Perhaps these stereotypes had gone home for the week, but it’s probably more likely they were only ever figments of my own imagination, entertained by too much consumption of the entertainment news channel. There were a hybrid of fashions; the style safe, fashionably edgy and borderline outrageous. Some outfits, on paper, wouldn’t have made any sense, yet for all their rule breaking and eclecticism, did in the flesh. It was visually delicious. There were the, ‘I’ve spent three hours getting ready and I want you to know it’ (preppy) types and the ‘I’ve spent three hours getting ready to achieve the I’ve just got out of bed look’ (grunge) types.

With makeup, emotion has an outlet. For some, it is a practicality; for others it’s a passion; for Phoenix Renata, it’s her profession. But just who is Phoenix — the creative energy behind Phoenix House of Makeup? “That’s an interesting question,” she says to me with a contemplative giggle, as we discuss her Saturday debut at fashion week. “I’m a very private person in my personal life, but in my work life I’m completely different. If I was going to sum myself up in one word it would be loyal. I really respect loyalty in people and I work really hard to recruit staff with that quality. My star sign is Scorpio and I think everything about that sign really sums me up.” For those, like me, who are slightly rusty on their knowledge of star signs other than their own, the Scorpio is highly curious, has a keen sense of intuition and a strong sense of direction — yep, that’s Phoenix through and through.

Long legs were made even longer with block colouring and trickery of the eye and impossibly short, short-shorts were made even shorter with legs teetering precariously on stacked platforms that defied gravity. Skin was a major accessory and there was leather scattered from head to toe; sparkles on the wrists, ears, necks and fingers; androgynous, masculine and feminine clothing silhouettes aplenty — and that was just the public fashion.

“Many people think that I’ve got wealthy parents who set up my business for me — they can’t believe I did it myself.

The fresh faces navigating the runway sold sex, sassiness and sexuality. There were some who fulfilled and others who refreshingly contradicted the models status of tall and slender and from the boudoir to the beach, the fashion was emotional. It was New York meets Paris meets New Zealand, with some South of the Border soul in the mix and I liked it — really liked it. Certainly, on my part, a lot of mental fashion filing went on and, admittedly, intentions to plagiarise those looks in future manifested in my subconscious — I’m only human.

Today Phoenix has two flagship boutiques in Auckland (Kingsland and Takapuna) which are dressed in 1930s inspired décor and her cosmetics are also stocked in two stores in Hamilton and Blenheim. Her product range, including matte and stick foundation, camouflage concealer, invisible powder, lip gloss, eye shimmer, waterproof mascara and pixie shimmer powder, is hypoallergenic and not tested on animals.

Aside from the fashion on and off the catwalk, I’d come to NZFW with a purpose and her name 12 | November/December 2010

time and time again.

“I went to makeup school when I was 15 and then started a range of lipglosses, which I sold throughout New Zealand and at the local Aoetea Square Markets. I needed a small amount of capital before I could approach the banks. Over time, I developed and manufactured my range and in 2005, I opened my first store.”

“I’m so passionate about what I do and I’m so happy that I found my calling in life — I knew from the time I was 15 makeup is what I wanted to do,” she says.

News Profile | Phoenix Renata

The affinity with bright colours, however, started much earlier on in life for Phoenix when she would collect colour swatches from the paint store as a little girl. Her curiosity with creative experimentation carried right through into high school. “There is a wide misconception that makeup is about vanity, but to me, it’s about artistry. Some people don’t understand that makeup is about art and creative expression. At school, in art class, I didn’t fit into the norm and I couldn’t draw well but I loved mixing the colours. “Makeup is also about self confidence — it’s not that people need makeup to look good, but it’s about feeling good within yourself. Once you’ve done someone’s makeup and you see them look into the mirror and you can tell their confidence lifts, it’s just the best feeling.” And while Phoenix House of Makeup definitely has the sugar, spice and all things nice essence to it, Phoenix is also an astute professional and doesn’t compromise on product quality. Because, while the attention to detail for the packaging is commercially important and a distingushing factor for the brand, Phoenix says, “Our products also have to be something that benefits the client — something functional and practical that makes them go ‘I really want that!’ The objective is to make the client happy.”

flower garden collided and got lost in each other. Intricate body art with swarovski crystals decorated luminous skin, feathered wings matched feathered eyelashes and exotic, draping fabrics and metallics juxtaposed pretty in pink sweetheart dresses and too cute pin-up ensembles.

Have you ever heard of a Phoenix Pink Lady? The best way to describe her is a chic artiste dressed in bubble gum pink with magic in her hands. Phoenix Pink Ladies are part of a pink fantasy — or, more aptly, the Phoenix fantasy.

Phoenix Cosmetic’s debut at NZFW was, quite simply, candy for the eyes. A combination of sweet, sexy and sultry. And while I can’t speak for anyone else, the resounding audience applause mid-collection indicated that, like me, the audience had to abandon their ‘audience etiquette’ and couldn’t reserve their approval until the end — they were love drunk for Phoenix and her summer collection.

In the final hour before Phoenix’s debut at NZFW, she and the Pink Ladies, were busy blending fantasy into reality. Front of house, the symbiotic nature of the crowd earlier that day had been well and truly swallowed up by feverish anticipation. It was as if style senses had gone into overdrive and they could feel something special was about to happen, and it was. As they say, good things come to those that wait and Phoenix didn’t disappoint.

A line up of attractive unknowns was punctuated by some familiar faces from New Zealand’s long running television drama Shortland Street, including Sally Martin (aka nurse Nicole Miller), Faye Smythe (Nurse Tania Jefferies) and Kimberely Crossman (Sophie McKay). Full of praise for the models’ beauty, grace and professionalism, Phoenix says the process evolved from some creative and weird ideas. “I want to put the Phoenix mark on it.”

“I wanted to do something for our fifth birthday and there had never been a makeup show at New Zealand Fashion Week before,” she says. “Makeup has always been sidelined at Fashion Week and I wanted to showcase what we can do. The vision for the show came together quickly and we shot the look-book a couple of months before the show.

With her artistic eye already on a show for next year, Phoenix will continue to incite style frenzies with her beauty services including makeovers, eyelash extensions and eyebrow magic and grow her beauty school with fulltime and part-time makeup courses for students wanting to earn a Phoenix Makeup Diploma.

“I wanted to tie in all the things that inspire me to produce the five shades of summer. I know it’s so important to be yourself and not what people want you to be. The only way to succeed is to do your own thing.” And do her own thing she did — which in itself is an understatement.

To explore Phoenix’s imagination go to

Phoenix and fashion week

It was as if an exotic, oriental city, cabaret show, vintage ladies parlour and full-bloom

You can also befriend Phoenix House of Makeup on Facebook and follow the business on Twitter.    November/December 2010 | 13

organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement •

News Feature | Change Management



By Melinda Collins

We recognise change as the event that occurs when something passes from one state or phase, to another. It is a broad term which, by definition, infers neither negative or positive connotations, aside from those cast by the individual. At its very essence, change has perhaps the most pervasive influence over life itself; its presence is one of life’s few inevitabilities. But how does change play out in the corporate arena? Some organisations can handle it. Some can’t. But like it or not, change, and the ability to adapt to it, has moved from desirable skill to indispensable process.

Definition of change management In the corporate arena, the process of managing change is, quite aptly, known as change management. It is a structured approach to transitioning individuals, teams and organisations from a current state, to a desired future state. Put simply, change management is planned change. It has long been suggested that if it’s not broke, don’t fix it. However, as our understanding of change has developed, we have come to the realisation that constant change is a prerequisite to success, making ‘it’s not broke, fix it anyway’ a more apt adage when pertaining to business. Because, failure to change, is failure to adapt to the ever-changing needs of a global marketplace. And, as you sit and stagnate, you can be sure your competitors will be adapting and gaining themselves precious marketshare.

Importance of managing change “The art of progress is to preserve order amid change and to preserve change amid order.” Alfred North Whitehead. Change is simple by definition, yet complex by nature. It is the complexities involved in the change process which make change management one of the most important disciplines in any organisation. Successful adaptation is as crucial within an organisation as it is in the natural world. Just like plants and animals, organisations and the individuals in them inevitably encounter changing conditions they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Increasingly, an organisation’s ability to respond and adapt quickly, while providing increased stability in the midst of change, is a great leverage point for achieving sustainable competitive advantage. But this is not about predicting or riding trends; change needs to be deeper than that.

14 | November/December 2010

Adaptation may involve establishing a structured methodology for responding to changes in the business environment (such as a fluctuation in the economy or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies or technologies). Paulson on Change author Terry Paulson quotes an uncle’s advice. “It’s easiest to ride a horse in the direction it is going.” Quite simply, don’t struggle against change; learn to use it to your advantage. Once you know why change is needed, you then need a plan for getting from ‘where you are now’ to ‘where you want to be’. However, unchartered change territory without a map puts you at an immediate disadvantage. The map is the essence of change management. One of the first stages in charting the territory is to understand the type of change you wish to make. Quite simply, where you want to get to and how you plan to travel. Change management can be broken into three distinct categories; structural, behavioural and strategic change. Understanding which of these is necessary to your organisation is the first step to implementing a successful change management strategy.

Strategic repositioning We hear a lot about the role founders play in startup companies and the importance of corporate culture in developing organisations that survive and thrive for decades. There’s an unusual parallel between people and companies. People are a combination of DNA from their parents and their life experiences; likewise, companies are a blend of DNA from their founders and their experiences. But like people, companies can lose their way, going far afield from the DNA their founders imprinted on them. What happens then? Can you change a company’s DNA, or reinvent a corporate culture? In a nutshell the answer is yes. This method of change management is what has become known as strategic change. Strategic or institutional change is the conduct of drafting, implementing and evaluating cross-functional decision making that will enable an organisation to achieve its long term objectives. It is the process of specifying the organisation’s mission, vision and objectives, developing policies and plans, often in terms of projects and programmes which are designed to achieve these objectives, then allocating resources to implement the policies and plans, projects and programmes. It is how the organisation responds to these changes which determines its success.

Strategic change gone wrong In 1985 The Coca-Cola Company’s share lead over its chief competitor had been slowly slipping for 15 consecutive years. Consumer preference for Coca-Cola was dipping, so was consumer awareness. On April 23, 1985 Coca-Cola took arguably the biggest risk in the history of consumer goods, announcing the first formula change for the world’s most popular softdrink in 99 years.

It spawned extreme consumer angst. The ensuing public protests, boycotts and emptying of bottles in the street saw the company return to the original formula just 77 days after its introduction. Within six months after the brand reverted back to the old formula its sales had increased at more than twice the rate of Pepsi’s and by the end of the year, the company was back into the number one position it has enjoyed ever since. In the late 1990s, Sergio Zyman, the marketer behind the failed launch of New Coke summed up the experience. “Yes it infuriated the public, cost a ton of money and last only 77 days before we reintroduced Coca-Cola Classic. Still, New Coke was a success because it revitalised the brand and reattached the public to Coke.”

In our own backyard, Cadbury replaced some of the cocoa butter in its chocolate products with palm oil in mid-2009. Despite stating this was in response to consumer demand to improve taste and texture, there was no “new improved recipe” claim placed on New Zealand labels. Consumer backlash was significant and by August 2009, the company announced it was reverting to the use of cocoa butter in New Zealand and would source cocoa beans through Fair Trade channels. Inside reports suggest the change to palm oil cost Cadbury New Zealand $12 million in sales. Palm oil is a contentious ingredient with reports blaming its plantations for huge contributions to global warming and intensive habitat destruction leading to the deaths of orang-utans in Indonesia and Malaysia. Cadbury managing director Matthew Oldham says the decision to go back to using only cocoa butter was in direct response to consumer feedback. “We genuinely believed we were making the right decision, for the right reasons. But we got it wrong. “Now we’re putting things right as soon as we possibly can, and hope Kiwis will forgive us. Cadbury Dairy Milk’s quality is what’s made it one of New Zealand’s most trusted brands for many years. Changing the recipe put that trust at risk and I am really sorry.”

Strategic change gone right Kellogg created All-Bran to the fibre sector of the cereal market in the 1930s and the product experienced steady growth throughout the years. After underspending its competition in marketing and product development, Kellogg’s US marketshare hit a low 36.7 percent in 1983. A prominent Wall Street analyst called it a “fine company that’s past its prime,” and the company was prompted to renew consumer interest. The company ran a three million pound campaign to urge consumers to re-appraise the products and pumped significant time and effort into market research. The result was identifying existing products which offered the best present and future prospects and the introduction of new products, including Just Right, which remains a popular cereal around the world. The company regained its marketshare and now stands as one of the world’s leading cereal producers.

News Feature | Change Management



By Bridget Gourlay

Change is a part of life, and for a business’ life it’s no different. As the economy shrinks, markets open or practise differs, companies sometimes have to restructure to remain viable and prosperous. But with restructuring comes a raft of problems, especially for the staff. As soon as they’re told there will be a restructure, the first thought is ‘Will I keep my job?’ followed by ‘If I do, will I lose the manager I like, my friendly colleagues, my most enjoyable tasks?’ Competition sets in as people vie for their jobs, or stop trying because they think they’ll be fired soon anyway. Bronwyn Anderson, registered psychologist and managing director of Change Dynamics, which specialises in proving support for businesses going through a change process, has seen the good, the bad and the ugly of re-structures. She shared some words of wisdom with us.

Do your research It sounds obvious, but restructures cannot be done on a whim. Since it can be a difficult process, make sure it’s worth it and is going to work. Anderson recommends finding examples to study. She also says that once a re-structure has been drafted, to take it to the staff. At a recent DHB restructure she was involved in, management consulted employees beforehand and modified the restructure slightly before implementing it because of the extra information and feedback they received.

Sell the change It is absolutely crucial that everyone understands why the business is restructuring and is on-board with the changes. “If people aren’t involved, or don’t feel heard, they don’t accept the outcome and can create continual resistance. Even when it’s all over, if people afterwards are not understanding why it happened, they don’t engage with the new direction,” Anderson says. She stresses that middle management must be sold on the change as much as other staff are. After all, if they don’t lead it enthusiastically, then they won’t win over their teams.

Be honest Rumour mills will abound when a re-structure is announced and the best thing for the leadership to do is be honest about what will be involved — even if its painful, like the possibility of redundancies. Anderson advises using the three Cs — consistent messages, clarity and communication.

case study: What

Anderson was working with a bank restructuring a long time ago, who told its employees there would be an application process, based entirely on merit, that everyone would have to go through. After a day of running a workshop with the staff, two people told Anderson they had been assured their jobs were safe. “That created a culture of distrust.” She says managers must get a reputation for honesty, to stop rumours from circulating. “If I know if I ask my manager they will tell me the facts, the likelihood of listening to these rumours decreases.”

Change for a reason Anderson says all restructures should change in line with company values and in line with the company direction. If a restructure happens because of problematic individuals, or because of poor performance, it will create the impression that an upheaval is happening because management can’t cope with those issues and are using a restructure as a smokescreen to get rid of employees they don’t want. Anderson says one government agency that recently restructured worked collaboratively with its staff the whole way through. The CEO got the company together and they developed values for everything, including the restructure, to be based on. The CEO was available to listen to anybody who wanted to talk and was honest about the whole process. One restructure should be sufficient for longterm aims. However, Anderson knows of a company that restructured three times in four months, with another one coming. “People get change-weary, give up, disengage and want to leave. They may not resign, but they leave in their head. Don’t put people through unnecessary pain. Confusion doesn’t get good outcomes.”

Make it snappy Anderson says one large government organisation told its staff half would lose their jobs after a restructure, which took over a year to implement. “This meant that for over a year staff didn’t know who was staying and who was going. “Productivity goes down, people can’t perform well under the stress and teamwork breaks down. People start looking after themselves and won’t help colleagues. Sad things happen, when people compete against friends and colleagues. People need a lot of support.” For more information visit

not to do…

The Auckland Museum restructured in 2008. It was recently reported 100 staff out of a roll of around 150 either resigned or were made redundant in the process. The union complained bitterly that employees were never clearly told why a restructure was necessary and leaks to the local newspaper

were more like floods. The paper reported stories of staff in tears. The director left in April this year, after a number of controversies, including a dispute with the Hillary family over the papers Sir Ed left the museum.



■ Be honest ■ Be 100 percent sure the restructure is what you need

■ Lie (especially over redundancies)

■ Drag out the process

■ Seek feedback from the whole company

■ Restructure again soon afterwards

■ Get everyone on board

■ Ignore the staff

■ Ensure managers are reliable sources to shut down rumour mills

■ Remain tight-lipped so gossip spreads

■ Keep social activities like Friday drinks going

■ Restructure just to get rid of problem staff    November/December 2010 | 15

organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement • culture • structure • roles • leading the way • actions • skills • learning • career plans • education • scorecard • performance • communication • beliefs • vision • values • behavious • individuals • governance • decision making • creative marketing • social understanding • leadership styles • group dynamics • transformation projects • expectations • teams • people training • commitment • communication effectiveness • need for change • accurate strategies • management plan • bridging the gaps • understanding • benefits • strategy • upgrading scheme • personal counseling • organisation • leadership • outsourcing • capability • execution • improvement •

News Feature | Change Management

Behavioural By Kate Pierson


We’re all familiar with the expression, ‘a leopard never changes its spots.’ It’s a saying based on the understanding that we are what we are. And while this may seem like somewhat of a philosophical revelation, fact is, the premise for this conviction lies in empirical truth. Within the fields of science and sociology (more commonly known as the study of human behaviour), long-term child development studies have explored the evolution of personality. As a lifetime companion and constant to the human condition, our personality is an inherent characteristic. It might not be something we can see or touch, but it is present in every person, everyday, in everything they do. A product of the genetic, environmental and social influences we are exposed to, personality is comprised of behavioral, temperamental, emotional and mental attributes. And while our physical form is subject to significant aesthetic changes throughout our lifetime, many sociologists and scientists recognise Sigmund Freud’s psychodynamic theory that our core personality is formed in infancy and remains with us as we move into adolescence. Director of AssessSystems, an Auckland based consultancy of organisational psychologists, Rob McKay, specialises in employee assessment for selection, development and performance management. McKay says that in order to build an organisation of people with the ‘right stuff,’ employers need to acknowledge and understand that personality is indeed paramount.

You are what you are It’s a hard professional pill to swallow when employers recognise they’ve introduced a problem personality into their organisation, but it’s a revelation that calls for accountability. Because while McKay says the instinctive reaction for many employers is to train their way out of a bad hire, fact is, “You can’t push a square peg into a round hole — it just won’t work”. As a manifestation of personality, behaviour within the workplace is one’s physical or emotional reaction to procedures, problems, people and pace of environment. In some instances, behaviour that is circumstantially induced can be modified or adapted with constructive intervention, or self- monitoring and discipline. But in situations where the wrong person has been hired for the job, attempts to change innate behaviour aligned with personality, seldom work and if they do temporarily, the personality will inevitably prevail and the

16 | November/December 2010

employee’s attempts to complete tasks which are not within their personal and professional range, will result in exhaustion, frustration and in some cases, aggression. In short, “you can’t make a silk purse out of a sows ear,” McKay says. “Think of workplace behaviour as the design of the car — what it looks like. Not all cars are a dead giveaway to what’s under the bonnet. Many managers base hiring and succession planning decisions on the look of the car, that is, observed behaviour. Take away style and presentation and you get the essence of the person — his or her personality.”

Knowing what you’ve got Knowing what you’ve got when you’ve got it, is a life lesson that’s best learned fast and fundamentally, particularly in the professional arena. McKay says that while businesses develop more effect methodologies for recruitment, they also need to be more forthcoming to good performers. “Managers are very good at pulling people up, but not at positive reinforcement. Nine times out of ten, human resource managers are concentrating on the poor performers. What happens then is that the good performer feels undervalued and uncared for and is open to being snatched by the competition.”

Ultimately, being an employer is a game of two parts, which starts with the selection of the most suitable personality for your organisation. While many employers tend to focus on the fruits of the tree when recruiting, i.e, the employee’s knowledge, skills and experience, McKay says they neglect to evaluate what really counts — the roots of the tree — the candidate’s personality. “When looking to build an organisation of people with the ‘right stuff’, think personality. Volumes of empirical research prove this is the best approach. “It goes without saying that assessments undertaken when recruiting is not about knocking people out of the game — it is for the betterment of both parties — the employee and the employer. Ultimately, there is a job for everyone, it’s just about the right fit.” Like it or not, personalities cannot be changed, but how you are recruiting, can be. Personality tests based on five factor models can help managers determine who a person is and whether their personality will complement existing employees. For more information on personalities, behaviour and for suggestions on effective personality tests and recruiting practices, visit


Recovery planning By Warren Johnstone

How well were Christchurch businesses prepared for the big one? Complacency about lack of perceived risk and procrastination has caught out many Cantabrian businesses. After all, historically our region had no record of major earthquakes or disasters and we were happily ignorant of the fact that a fault line lurked beneath us. When, after 16,000 years it decided to shift, our illusions were shattered. After more than a week climbing seven flights of stairs amid plaster shavings to get to into our Christchurch office, we at BDO Christchurch are a little bit fitter — and a lot wiser. Our expectations have changed, not just in terms of expecting the elevator and air conditioning not to work, but in terms of expecting the unexpected and planning for it. While we were one of the luckier businesses in that unexpected quake that struck Christchurch — it caught us short. We were not as well prepared as we could have been. We lost access to our building for three days during which time we managed to service clients operating remotely and with support from the BDO New Zealand network — but for those three days we were seriously concerned about the security of our data and systems as our backup was stored in a safe onsite. That was lesson number one. We were reminded that it is absolutely key to secure your client data and plan for offsite data access as part of disaster recovery planning — yet how many businesses around New Zealand would have this level of preparedness if disaster struck? Some smart businesses were up and running at 8.30am on Monday, despite losing access to their workplaces — they had planned for a disaster and were able to fall back on a formal disaster recovery process that brought order to the chaos most Cantabrians were experiencing. That was lesson number two; you need a formal disaster recovery plan. One local law firm, for example, was operating first thing Monday morning from a motel.

Even with its building being out of bounds, they were in a pre-planned offsite workplace and able to provide advice to their clients during a time of need. The lesson for every New Zealand business is that the force of nature is a very real and serious risk to be planned for. Developing a well-thought out disaster recovery plan is not something to put off — take my word for it.

Disaster recovery plan A good place to start is by considering how well your business would cope in a disaster; a worstcase scenario including destruction of your workplace along with data and systems.

with them and your suppliers. I was receiving emails from clients at 8.30am Monday morning with such urgent questions as whether they were required to pay rent and wages with their building destroyed.

■  Stock protection If your business holds stock this needs to be managed before disaster strikes. Holding current stock at minimum levels and operating from safe and secure premises will help minimise losses.

■  Staff contact list

Planning around integrity and security of data and systems is essential. This includes defining which systems are most crucial to your business and ensuring that in a disaster, you have access to an offsite backup in the event of your main site/server being destroyed.

You will need to contact all staff to check they are safe and to let them know if and when to come into work. So, while it may seem obvious, it is important to ensure all staff members have offsite access to an up-to-date staff contact list — a further lesson we have learned. Many other businesses too were caught out and were unable to get hold of all of their people for several days due to lack of up-to-date contact information. Make use of your website to direct staff and clients and keep everyone informed of your current situation.

■  Business interruption insurance

■  Responsibilities

Based on lessons we have learned and from standard disaster recovery planning advice, the following are some of the essential elements in disaster recovery planning.

■  Data and systems

A lot of local businesses are suffering major losses due to not having had business interruption insurance. They are having to negotiate with staff over wages along with struggling to pay rents and other expenses. The investment is one not to question.

■  Cashflow Ensure you set aside sufficient working capital in budgets to pay wages, creditors and running expenses for a reasonable amount of time following an event — this can range from one to three months. There are many Christchurch businesses that will not recover due to having run lean, mean operations that mean they now have nothing left to pay wages, creditors and expenses. Alternatively, you will need a good relationship with your bank manager to quickly utilise additional bank debt.

■  Communication channels

Who is going to ensure your plan is put into action? Every plan, whether for a small or large staff base, should identify those responsible for managing its various components. The biggest lesson learned is that while we may plan for disaster, how seriously we take it and how well we do it is another matter. A comprehensive discovery plan takes time and investment but there’s no time to procrastinate. After all, Christchurch wasn’t even on a fault line until Saturday, September 4 at 4.35am. Warren Johnstone is managing partner with BDO Christchurch, part of the BDO New Zealand network of independent Chartered Accountants and Business Advisory member firms

Your clients are likely to need help immediately so ensure you will be able to communicate

Scenes from the Christchurch earthquake: The inner city suffered a series of blows which the city is in the process of recovering from    November/December 2010 | 17

Events | Diary

tending to your business | events Monday, November 1 Breaking the Deadlock — Leadr NZ

This workshop is suitable for new or newly trained mediators who want to further their understanding and have an opportunity for practise. Leadr members $495+GST, non members $595+GST. To register visit

Viewpoint | Management

Learning to say “no” and focus on things that make a difference is an important leadership lesson

Monday, November 1 International Trade Documentation — Export New Zealand

Experience export documentation at close range. Get taken through all stages of the ‘export cycle’ documentation requirements for international trade. To register contact Ken Vesey (09) 367 0955 or email

Tuesday, November 2 to Saturday, November 6 Mediation Workshop — Leadr NZ

A five-day workshop introducing participants to the theory and practical skills of mediation through lectures, demonstrations and simulated mediations. Held at The Terrace Conference Centre. To register visit

Tuesday, November 8 to Wednesday, November 9 Chairing the Board — Institute of Directors

Thinking about chairing a board? Recently appointed as company chairman? Want to better understand the major elements of the role of the chair? Then this is the course for you. To register contact Lisa McMillan at the Wellington branch (04) 474 7651 or email

Tuesday, November 2 to Wednesday, November 3 Conflict Resolution — EMA Northern

This course will teach how resolution conflict is one of the most important skills in the modern workforce and life itself. Learn how you can resolve conflict to an advanced standard. The course shows not only how to locate common ground between parties, but also more importantly, new ground. To register visit

Sunday, November 7 to Friday, November 12 Company Directors’ Course — Institute of Directors

A week-long residential course providing a comprehensive understanding of the role, duties, skills and knowledge required for competent directorship in New Zealand. This course comes alive through participation, discussion and debate. From 8.30am to 5pm. To register contact Lisa McMillan at the Wellington branch (04) 474 7651 or email

Wednesday, November 17 Cultural Awareness in Foreign Markets — Export New Zealand

Productivity and business success in exporting is shared between product quality and business relationships. This course overviews and introduces attendees to a wide range of strategies which will assist them to understand how culture influences business relationships, practises and policies. For more information contact Ken Vesey (09) 367 0955 or email

Thursday, November 18 Business and Report Writing — EMA Northern

This course covers all facets of writing in an organisation including emails, reports, letters, memos, faxes and newsletters. The programme also considers areas such as strategies, structures, styles and layouts, limiting ‘fog’ and ensuring your documents are actually read. To register contact Deborah Law-Carruthers (09) 367 0947

Tuesday, November 23 Assertiveness Skills Training — EMA Northern

What is your own current assertiveness level? What is the assertiveness pathway used to implement the skillset? You will learn about and understand the nature and avenues of communication. To register contact Deborah Law-Carruthers (09) 367 0957 or email

Wednesday, November 24 Building a Business Case — New Zealand Institute of Chartered Accountants

In the current economy investments are only made if business owners are satisfied the potential returns will meet their strategic and financial goals. This course will demonstrate the key components of a business case as well as discussing which tools to use for the different types of business cases you may prepare. To register visit

Thursday, November 25 Export Processes Market Entry Strategic Planning — Export New Zealand

This course overviews and introduces the concepts of the exporting processes requiring consideration, debate and planning for the company wishing to develop an export market entry strategy after the decision has been made to enter the market. To register contact Ken Vesey (09) 367 0955 or email

Friday, November 26 Lean Manufacturing — EMA Northern

Covering the fundamentals of lean manufacturing, providing a brief history and concentrating on the tools and methods to eliminate waste and smooth product flows. Members $410+GST, non members $525+GST. To register visit

Tuesday, December 7 Introduction to Business Seminar — Inland Revenue Manukau

This seminar is designed for people who are new to business or planning to start a business. It covers working smarter with online tools and services, record keeping, taxes and more. To register visit

Thursday, December 9 Live Out Loud — The Knowledge Gym

In this thought provoking workshop, Amanda Gore challenges perceptions and feelings. Reconnect to the energy and emotional layers that really drive performance and success. Discover how to work with group dynamics to connect with what really matters to people and create an environment where people can be the best they can be. To register visit

Timeless advice for getting ahead During his time as an author and management consultant, Peter Drucker shared a wealth of timeless advice for CEOs. Here is a small summary of his wisdom. Clear focus Leaders must clearly communicate the strategic priorities of the company so their people know exactly what the organisation is trying to do. They say “no” to distractions and keep focused on the big things that will make the biggest difference. Too many leaders try to do a little bit of 25 things and get nothing meaningful done.

Build on strengths, not weakness Successful leaders ask, “of those things that will make a difference, which are the right tasks for me to perform?” You have your own style for getting things done. Don’t try to be somebody else. Effective leaders play to their strengths and learn to say “no” to tasks they aren’t naturally good at. Yes, they make sure the other things get done — but not by them. They leverage the talents of people who are strong at performing those other necessary tasks.

Creative abandonment A critical question for leaders to ask themselves is “what are you going to stop doing?” Stop investing in past activities or things that have achieved their purpose. Ask, “is this still worth doing?” A dangerous trap for leaders is to continually pour resources into those “not quite” successes — those projects where everybody says that if you just give it another big push it will go over the top.

If you have events you would like featured in the Events Diary, email at least two months before the date of the event.

Geographically dispersed companies

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

Don’t travel so much — you will get very little done. It is important that you see people maybe twice a year. Other times, make them come to see you or use technology.

18 | November/December 2010

Your people must keep you well informed about their plans and progress in their area. Likewise, you must keep people well informed of the overall company’s plans and your own priorities. Don’t make them have to guess what you are working on.

Don’t be a prisoner of your own organisation The moment you are in the office, everybody comes to you wanting something. You cannot be too available — or you will never get anything done. Make sure your people clearly understand the top priorities they are accountable for and how their progress will be measured. Meet regularly to hold people accountable for progress. Ask them what support they need from you in order to achieve their goals. Discourage constant interruptions. Create sufficient time and space to be alone to focus on the achievement of your own priorities.

Measure and review your own performance Once you have clarified your targets and strategic priorities, you must review your own performance against them regularly. What did you personally do well and what did you do poorly? Did you select the right priorities to start with? Achievement is meaningless if you are working on trivial things. Peter Drucker (1909-2005) was a writer, management consultant, and self-described ‘social ecologist’. His books and articles explored how humans are organised across the business, government and the nonprofit sectors of society. Article kindly supplied by which specialises in identifying key elements companies needs to turn business potential into results.

Earthquakes and Hazardous Chemicals. In the wake of the earthquake devastation in Christchurch; one thing stood out for one Logistics company in Hornby – the outstanding support of its staff and local contractors. Chemical Freight Services Ltd (Chemfreight) has been storing and distributing Dangerous goods in the South Island since 1994. Its SI Base in Christchurch boasts state of the art facilities built in 2006 under the HASNO regulations. During the recent quake one of the four stores at the location sustained considerable damage to racking and product but Chemfreight staff and contractors were able to salvage, clean up, re rack and open again for normal business within 2 weeks. Throughout the clean up process Chemfreight was able to effect critical urgent deliveries on behalf of its customers and receive cargo, even though resources were limited. On the day of the quake the Managing Director & Owner, Harry Price flew in on the first available flight and by Sunday morning had flown in a team of experienced volunteers from the Auckland staff to assist him and the Christchurch recovery team. Spilt chemicals amongst mangled racking proved difficult and extremely hazardous to deal with and highlighted the importance of Chemfreight’s policy of having certified handlers with experience and a broad product knowledge on hand. Work began immediately on the Sunday and continued for 2 weeks solid involving many local contractors who went beyond the call of duty to ensure a safe and speedy recovery. These difficult situations can bring out the best in people and in this case was demonstrated by the camaraderie that developed between all of the crews pulling together to achieve a common goal in the face of continuing earth tremors. Having the specialist DG facilities also assisted the clean up operation as the site has not only individually contained warehouses to enable ease of product relocation and spill retention; it also has inbuilt isolation tanks which proved invaluable for the clean up of waste. This ability to isolate product and retain on site (including storm water shut off) is a major feature of these custom built facilities. Price is quick to note that the Class 3 store sustained minimal damage in the quake and therefore the full foam in-rack fire fighting system was not activated. Three days following the quake a visit by Environmental Canterbury staff inspecting high risk sites, supported Chemfreight’s approach to the recovery process, reinforcing their well constructed & relevant Emergency Response, Health & Safety and Environmental Management plans. Price points out it pays to plan and ensure you have the correct equipment including PPE & Breathing Aparatus on site for just such events. Chemfreight commenced trading in Auckland in 1989. The brainchild of Harry Price, an ex Wellington lad, it started in a small warehouse in East Tamaki. Price had the background and vision to realize the move towards 3rd Party Logistics in the niche Chemicals market and over the next 20 odd years invested in this future, culminating in not just the Christchurch facility but impressive purpose built premises in Stonedon Drive, East Tamaki. Another two warehouses in Auckland have been added to this stable over the last 2 years as demand for Chemfreight’s compliant specialist facilities continues to grow. Clients have recognized the difficulties of meeting changing DG legislation and ensuring safe storage of hazardous goods and therefore have turned to the professional specialist services of companies like Chemfreight to meet their ongoing needs of compliant storage and transportation. Price is a hands on leader who has surrounded himself in highly motivated and competent staff ensuring a depth of knowledge within the organization. Thus, it was not unusual for him to jump on a plane, don his overalls & boots and help the Christchurch team. He is quick to add that his staff followed suit and that he values their commitment. No need for the undercover boss here. Price is still passionate about the business and talks freely of plans to develop further their toll blending operation – Chemblend. Chemfreight offers the ability to blend/decant, store & distribute hazardous and non hazardous products on behalf of it’s clients. It backs this up with an impressive IT support system and outstanding customer service from all levels of the organization. For further information contact Harry Price on 09 274 5341    November/December 2010 | 19


Living | Today By Bridget Gourlay

products ssa S9 O

ne Touch   Jura Impre ss a

Z5 Vi



e D O M O b a r Su

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N u ov a S i m o n e


  Su nbeam Café Latte


bean scene

  Jura Impre

I hate to think what office productivity statistics would look like if coffee were banned for a week. Certainly this magazine wouldn’t be printed, as we are proud to continue the time-honoured journalistic tradition of caffeine addiction. I went on a mission to find the best coffee machines and coffee to fill them with. For the home or office, for those on a budget or those who want to splurge on the shiniest and fanciest machine out there — here they are.

  M i c ro b a r

Vibiemme DOMObar Super

  De Long h

i N e sp

resso Lattissima

Jura Impressa S9 One Touch Your coffee-loving employees will love the Jura Impressa S9 One Touch and will love you for getting it. Gone are the days of a choice between black or white coffee, this machine makes both cappuccinos and latte macchiatos. Available: RRP: $3999

Microbar by Nuova Simonelli

Jura Impressa Z5

I could talk about how compact and easy to use the Microbar by Nuova Simonelli is, but really the selling point is it uses fresh milk and fresh coffee beans, ensuring that the end product tastes just like a coffee you would get in a café.

Sleek, simple and Swiss-made, this machine has fancy technology but isn’t in your face about it. For example, its active bean monitoring system gets rid of empty coffee grinders and half-empty coffee cups because it tells you in good time when you need to refill the bean container.

Available: or through their showroom in Mays Road, Onehunga RRP: $4485


Available: RRP: $3210

DeLonghi Nespresso Lattissima This machine is a steal at only $744. It may be relatively inexpensive but it uses fresh milk (not powdered) and the Nespresso capsule system, so it’s easy to use. And while it might cost well under a grand, it doesn’t look cheap. Available: Harvey Norman RRP: $744

Sunbeam Café Latte The bargain basement price doesn’t mean there’s no frills to this machine. Its LCD indicator tells you the status of the water temperature and the best time for coffee making or creating steam for texturing milk.

Available: RRP: $4999

Available: Harvey Norman RRP: $249


Coffee staff have travelled to Columbia, Peru and Ethiopia to meet the growers they buy from.

Upshot was introduced to me by a friend who I have known for ten years and have never seen go longer than a few hours without a cup of coffee, so I took her word for it that it was good. After one sip I was as hooked as she was. Upshot uses only fair trade organic beans, roasted daily in their small premise in Heathcote, Christchurch. Tangy and strong, you will smell this coffee as soon as you pick up the bag. Available: RRP: $10 for 250 grams

People’s Coffee Sold in every so-trendy-it-hurts café in Wellington, People’s Coffee is as unique as it is delicious. For them, fair trade is more than a logo — the People’s 20 | November/December 2010

Really impress your friends with this Italian coffee machine by making them hot drinks that seem like they’re from a café. With a steam wand so you can make lattes, cappuccinos and hot chocolates.

Available: RRP: $10-$11 for 250 grams

C4 Another Christchurch roastery punching above its weight with sharp, tangy and delicious offerings. Buy single blends or their special creations. I highly recommend Krank for the perfect espresso. Available: RRP: $9 for 250 grams

Living | Today By Kate Pierson

Gadget The Kymera Wand The cardinal rule of the world of witchcraft and wizardry has been broken with the introduction of gadgetry to the “muggle” world. And while the relic prophecy of the magic land warns that muggles and magic should never mix, it seems the two worlds are colliding with the invention of the Kymera Wand, a buttonless gesture-based universal remote control.

eclectic essentials


Delivered via a wand-shaped black box lined in silk brocade, the instruction manual has the antiquated look of potions parchment and while there may be nothing superstitious about the motion detection software embodied in the Kymera, the technological magic that takes place between the buttonless remote and the mediums it has been designed to interact with has a mystifying effect.

Destination Global Gypsies

The Kymera is intuitive, understanding 13 different movements or “gestures”, each of which can learn and replay the remote control function from any button on almost any existing infra-red remote control. The wand is a bit of a control freak too, but in a good way, as users can also negotiate remote-controlled light switches and curtains. Available: RRP: $129

Do you want to get in touch with your inner wild child? Well abandon your schedules and inhibitions and let tour operators Global Gypsies be your guide.


Traverse the historic Holland track on a 4WD cut through virgin bush in south eastern Western Australia (WA) by bushman John Holland more than a century ago. The 500 kilometre track was developed in 1893 when the glitter of gold attracted prospectors seeking their fortune.

When the surfboard was introduced to the sea, humans learned to walk on water. Well, kind of. At the very least, the advent of the sea skimming surfboard provided us mere mortals with a platform to become one with Mother Nature and explore the pathways of the ocean. Problem is, that while the dynamics of surfing have been revolutionised with refined designs, there’s yet to be a surfboard feature devised for those suffering from maladroit syndrome (aka clumsiness) so they too can enjoy riding the waves — until now.

Experience a free bush skills seminar, 4WD practise, a poetry evening with professional poet Bill Gordon and visit John Holland’s grave in Coolgardie. A sky blanketed with stars will provide the backdrop for the conclusion as a white-linen candlelit bush dinner awaits on the last evening. Available: Tours held annually. Book at RRP: $869

Top Drop Eradus Sauvignon Blanc 2009 This palate-tempter is quite a fruity character and, with a balanced power and richness, the Eradus Sauvignon Blanc 2009 is the winner of multiple Air New Zealand Gold Awards. It is a most compatible companion with Bluff oysters for a match made in culinary heaven. If the Eradus’ racy acidity is not enough to get your pulse going, pairing it with the aphrodisiac oyster surely will. Available: RRP: $17.99

Tool Dyson DC26 It’s a mighty but mini mess remover that validates the theory appearances can be deceiving. A space saver with a tough demeanour, the Dyson DC26 is compact yet aggressive on mess. With a footprint smaller than an A4 piece of paper, this hand-held wonder combines 275 parts which were re-engineered by Dyson specialists to miniaturise the technology while maintaining the performance of a full size vacuum. And while nobody likes a suck up, the DC26 is a welcomed exception to this rule. Featuring a condensed version of Dyson’s patented Radix Cyclone technology, it spins dust and dirt out of the air using centrifugal forces. Better yet, you can breathe easy with this user friendly domestic companion, as every component in the sensitive DC26 is engineered so allergens are retained.

The Zurf

Mastering the delicate art of feet and arm synchronicity in order to remain perpendicular on a surfboard is a thing of the past thanks to the Zurf, a surfing for dummies mode of transport. A cousin of the Zorb, the Zurf is a 3m x 3m inflatable cylinder that can accommodate three big kids (adults) or four or five children safely. It’s a flexible force as a companion to land and water. Available: RRP: $7537. Accessories an additional cost

Bauble Patek Philippe Watches These baubles will ensure you always have time on your hands. As experts in horology, Patek Philippe watches are practical indulgence; designed for the discerning ladies and gentleman, or those who just dare to dream. The ladies Patik Philippe watch face is cocooned in an 18ct gold diamond set case and features a mother of pearl dial and black alligator strap. The male counterpart is also dressed in 18ct gold and has two sapphire sides to its perfect personality. With a grey arabic numeral dial, small seconds, moonphase and a pointer date, this masculine model embodies a Réserve de Marche — a power reserve indicator. Available: RRP: Women’s Patek Philippe $49,000. Men’s Patek Philippe $62,000.

Available: RRP: $699    November/December 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.

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

18/8 food grade quality stainless steel

BPA-free, toxin-free and eco-friendly

Gary Collins Managing Director

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

22 | November/December 2010

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.    November/December 2010 | 23

Motoring | Test Drive: Peugeot RCZ

The Peugeot RCZ wouldn’t look out of place on a catwalk but how does it perform on the road? Tim Grey finds out.

Roadworthy In most areas of life there is nothing a Frenchman would least like to be than German. But for some reason, when it comes to cars, the French can’t help but pine for efficient Teutonic engineering with precision and common sense. Oh, sure, Citroen trades on its futurist concepts and love of left-field innovation, but as for Renault and Peugeot, they’ve produced some of the most bland Euro hatches and sedans of the last decade, all in the pursuit of making a Gallic Golf or a Parisian Passat. So when Peugeot hinted at a rival to the ubersuccessful Audi TT sports coupe earlier this year, my heart sank faster than the Rainbow Warrior. Once again, the French were going to try to be German and the result was not only going to be bland, but EU bland — that special level of blandness reserved for when the cultural lines of competing European nations are completely blurred beyond meaning.


of balance is slightly too far forward, like a Porsche Boxster. But in the flesh the RCZ is actually surprisingly petite and makes perfect sense from every angle. It puts the MkII Audi TT in the shade the way that current model makes its blocky predecessor look like a life-sized toy car. Looks, of course, aren’t everything. The coupe segment may be the one hairdressers like to frequent, but even here handling and ride count. The TT isn’t known for its dynamism on the road, despite the fact the range ($86,900 upwards) starts with a potent 155kW turbo under the bonnet, but the 245kW Nissan 370Z ($76,000-$81,000) is a more competitive driver’s car. Any fan of French action films will tell you, however, that when it comes to getaway cars it is usually a Pug being driven by the men with Gitanes sticking out of their balaclavas.

Fortunately, I was wrong.

Peugeots used to be known for their ability to deliver precision handling dynamics, rather than precision diesel economy, and the RCZ grips the road and tackles corners in a way which harks back to the brand’s heyday.

The Peugeot RCZ certainly wouldn’t be in existence if it were not for the success of the TT, but beyond why it’s on the market, the RCZ couldn’t be any Frencher if it came with a free beret and a signature fragrance.

The RCZ employs “Inverted Pseudo” McPherson strut suspension front and back, all linked in to an anti-roll bar, and the results — combined with weighty, communicative steering — are magnificent.

Peugeot has taken real design risks with the RCZ and in the process re-discovered its flair for the first time since it decided to bin its famous GTi badge (which, no surprises for guessing, is now set for a return). Its double-bubble roof is so unique to be instantly iconic, while its perfectly formed rear is so sublime it makes up for what can look like a rather bulbous nose.

Of course, on New Zealand’s roads, such flat-stanced control can translate into a bumpy ride, but find a long stretch of winding road as I did on the way to Akaroa and the experience is sublime.

In pictures that nose can make the car look too big and busy up front, almost as if the centre 24 | November/December 2010

The RCZ hasn’t got the same firepower as the TT, instead using a smaller 1.6 litre turbo petrol which produces 115kW at its 6000rpm peak. Don’t go thinking you’ll see benefits at the other end, though.

With a claimed combined economy average of only 7.3L/100km the RCZ is also not as economic as the base TT. Calling the lightweight RCZ under-powered, though, is inaccurate, especially as it can do the 0-100kmh dash in a highly respectable nine seconds. In fact, the only thing which held back my test model from throwing itself into every corner with gusto was its six-speed automatic, which tended to be too grabby for my tastes. To get the most out of the RCZ I’d opt for the six-speed manual. Intriguingly, both are priced at $64,990 to undercut the competition, but Peugeot hasn’t skimped on specification to maintain its margins. Sound insulation could be better — although it is certainly not as bad as the 370Z. The interior is awash with extra elements, from full-leather upholstery and electrically adjustable and heated front seats to hands-free bluetooth capability and dual zone climate control. Where Peugeot might be saving its pennies, however, is in the car’s conversion to the righthand-drive market. Until the media volume controls were discovered behind the bluetooth stalk, hidden itself behind the steering wheel, reaching the radio in the centre console was a bit of a stretch — the console definitely felt angled towards the front passenger. But overall Peugeot has resisted the urge to make the RCZ as spartan as its price tag, with the most intriguing feature having to be the button for the active rear spoiler. Press it and the smooth lines of the boot up-end into a slim downforce device. As the name suggests, it is an automatic feature which activates at speed anyway but for me it epitomises the playful individualism of the RCZ — like the rest of the car it provides real flair.



There’s no magic wand to wave nor spells to cast — the true wizardry behind making a car go fast has been cast in the blood, sweat and tears of every wheelman and race engineer who has gone before.

Because contrary to popular belief, professional race drivers are not cloned from a tube of pure genetic stock, do not have kryptonite running through their veins or come from a galaxy far, far away where the rivers run golden with C114 race gas. But since not everyone can make split second decisions at speeds above 200kmh, auto racing has developed into a spectator sport — and one of the most popular in the world. And the jewel in the racing industry’s crown is the racing circuit. Based in the north Waikato, Hampton Downs Motorsport Park is an ambitious privately funded enterprise, formed to promote the national and international motorsport events of the region. Tony Roberts and Chris Watson had been motor racing friends for more than 20 years and through the 1990s shared a dream with a small group of enthusiasts to build another motor racing facility around Auckland. “Our plan from the start has been to build a modern motorsport and entertainment complex to raise the profile of motorsport in New Zealand,” Roberts says. Land was purchased at Christmas 2003 and in January 2010, the official opening was held with 25,000 spectators over the weekend. The World Rally Championship round one-day event in April hosted over 20,000 people and was a huge success for the organisers, more than tripling the numbers previously seen at similar events. “It makes all our efforts worthwhile to see so many people enjoying New Zealand’s first fully integrated motorsport park. It took us six years to get to this stage of the development and there is still a lot more development to do.” Situated 65km from both Auckland and Hamilton, this full-time motorsport park has a captive audience of 1.8 million people within an 80km radius. Hampton Downs is seen as an “event” venue for Auckland and more

Transport and Motoring | Hampton Downs MotorSport Park

international events at the circuit will bring increased tourism and mana for the supercity. The 3.8 and 2.8km international racetrack has race meetings most weekends and is also in use for corporate drive days, vehicle testing, driver training and school cycle training programmes. A half marathon is expected to be held there for the first time in the next few months.

The facility has a convention centre that seats 380 with bar and restaurant facilities. The Motor Lodge manages 28 of the 80 apartments that overlook the track. The 12 industrial units on the hill are in full swing with motorsport teams building up racing cars and 15 lifestyle blocks one kilometre from the track are now being developed. As well, the development of the $3 million pit garage complex with hospitality suites above has commenced, to be followed by a $500,000 control tower. The largest purpose-built driver training skid pad in New Zealand has just been completed. The smooth concrete pad, the size of a football field, has water sprayed on it so that drivers can experience their vehicle losing grip and learn the skills to be able to handle it when it occurs on a highway. The 170,000 square metre business park development includes another 55 business apartments — a seven car garage and three bedroom accommodation above that — are due to start construction in late 2011. Every petrolhead’s dream!

Formula 5000 race action at Hampton Downs and (above), corporate event winners after a full-on day of race action


Congratulates Hampton Downs on the successful opening of the smoothest track in town.

There are hundreds of hectares for future development, with a 10 storey hotel planned and campervan park, kart track, SUV training course, commando course, paint ball arena and 15,000 square metres of automotive showrooms. Hampton Downs MotorSport Park Ltd Hampton Downs Road Te Kauwhata Waikato T  (09) 280 6590 E — Advertising Feature

Austin’s Food Design Events proud to be the exclusive caterers at Hampton Downs Motor Sports Park.

All enquiries please contact Barnaby 021 285 2483 or e-mail   November/December 2010 | 25

Initiatives | RedBull Powder Company

e v i s o l p x E demand Roadlife Trucks Proud supplier of the

Proud manufacturers and suppliers of the progressing cavity pumps to RedBull for the upgrade/plant extension

RedBull engaged Pennsylvania-based engineering firm, ZMW LLC, to design and oversee commissioning of the plant. ZMW has consulted on more than 40 explosives manufacturing plants around the world for leading explosives companies and has recently completed projects in China and Panama.

The first commercial patent of dynamite in 1867 was among the 355 different patents Alfred Nobel secured during his lifetime. While his name is now enshrined in the range of prizes awarded annually for high distinction in a range of fields, the Swedish chemist made his name and fortune with his explosive abilities.

“They are global experts in explosives equipment design, emulsion formulation, explosives chemistry, explosives safety and commissioning of plants,” Shapiro says. ZMW also assisted with the establishment of an on-site laboratory for stringent quality control of raw materials, in-line QC and final product testing to ensure consistency of products before dispatch to customers.

As the forerunner of today’s explosives, dynamite was crucial to the vast majority of the large scale construction projects at the end of the nineteenth century and most of the twentieth. Likewise, modern explosives are at the front-end of many activities; from infrastructure to agriculture, roading aggregate to concrete, forestry roads to agricultural lime, road or rail cuttings to tunnels and also in the production of gold, coal and steel. Auckland-based RedBull Powder Company has responded to the increasing demand for explosives for these many applications by building a new state-of-the-art explosives manufacturing plant in the Waikato.

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26 | November/December 2010

It has brought the highest international standards to New Zealand, RedBull managing director Peter Shapiro says. “This is a world class facility designed to the best and safest international standards. And we now have the capacity and modern technology to lead the industry in New Zealand.” The manufacturing plant was commissioned in July by RedBull to make explosive products for the quarry, mining and construction markets throughout the North Island and beyond.

RedBull opted to maximise local fabrication of the plant and equipment rather than import the completed items. The major components, the pre-mix and blender modules as well as all the tanks and ancillary equipment, were all built in New Zealand to the American design, reducing costs, limiting exposure to currency fluctuations and improving RedBull’s quality control capabilities. After demonstrating the required technical capability and high quality work in stainless steel fabrication, Penrose based Sabre Engineering was chosen to build the plant.

Initiatives | RedBull Powder Company

Regulatory compliance, plant certification and safety standards are a significant component of any explosives facility.

Extensive pre-fabrication computer modelling combined with extensive engineering experience resulted in a state-of-the-art plant, delivered on time and to budget. Much of the equipment, including boiler, motor control centre and pumps were procured directly by RedBull with Sabre providing on-site engineering, fabrication and assembly.

Environmental to safety In recognition of their environmental responsibility, RedBull required that the plant be designed to ‘Zero Discharge Standard,’ American plant designer Tom Zukovich explains. “There is absolutely no discharge from this plant. It is a closed system and any waste product is recycled.” The designers faced the challenge of designing a plant to New Zealand’s relatively low production demand levels. “We recently completed a huge plant in China as well as a new facility for the Panama Canal project,” Zukovich says. “This Kiwi plant needed to be relatively small, versatile and cost effective. We achieved this without compromising quality, safety or

environmental standards. I have designed and commissioned dozens of plants around the world. This plant is a credit to the local engineers and management. It has been superbly executed and I have been impressed by the dedication to quality and safety.”

“Building this plant has been both challenging and rewarding. Now the focus has moved to production I can utilise my Fonterra training in quality control, product consistency and continuous improvement. It is such an exciting time for us all.”

Regulatory compliance, plant certification and safety standards are obviously a significant component of any explosives facility. American consultant, Bob Morhard, has chaired many international industry safety and technical boards and he led the compliance and HAZOP Safety team on this project. He was able to give confidence to both the RedBull directors and the New Zealand Labour Department that this would be a world class facility.

Shipping of explosives International shipping of explosives has become increasingly difficult and costly over recent years and constraints at New Zealand ports have made importing more difficult. As a result RedBull has also started to manufacture packaged explosives at the new Waikato plant.

RedBull’s new plant is a successful blend of local entrepreneurship, international best-practice and engineering excellence.

RedBull’s new RedPak Packaged Emulsion eliminates significant freight cost and introduces a high quality, lower cost product into the local construction and quarry markets. RedBull is the only manufacturer of packaged explosives in New Zealand.

Plant manager Tony Van Houtte of Hamilton was recruited from process management in the dairy industry to oversee construction of the plant and then manage production. “I came from a high compliance process environment and this is similar in that respect,” he says.

“The volume of packaged explosives used in New Zealand and the Pacific Islands is low, but the construction and small-quarry markets deserve to be better served with lower cost products. RedBull will meet that requirement with the new RedPak,” explains Peter.

“Local manufacture will also reduce our inventory holding cost, eliminate supply lead time and guarantee future product availability for our market. “We’ll also have the ability to enter new export markets.”

Manufacture and logistics RedBull’s manufacturing and storage site is an isolated 60 hectare block situated an hour from Auckland. The site enables separate storage of each explosives product in individual magazines (explosives storehouse). The site also provides a manufacturing base. The emulsion explosives plant manufactures products for bulk packaged delivery to sites throughout the North Island. Over coming months and years the North Island quarries will reap the benefit of these innovative blasting products and the superior onsite expertise offered by RedBull. A new star really has arrived in the market — and it is RedStar! Feature continues on next page >>    November/December 2010 | 27

Initiatives | RedBull Powder Company A new star Explosives have been utilised for many years and many uses. This includes the carving of Mount Rushmore, controlling avalanches and building back country tracks. But it is the infrastructure, mining, forestry, housing and agricultural needs which have combined to provide a large demand for explosives and blasting services. RedBull Powder Company is the leading provider of drilling and blasting services to the quarry industry in New Zealand — from production blasting in many quarries, to highly sensitive blasting on construction sites in urban areas.

RedBull’s new Waikato manufacturing plant was commissioned in July to provide explosives for more than 100 North Island quarries where the company currently provides blasting services.

Explosive product range RedBull now produces a range of new explosives products at its recently commissioned manufacturing plant. RedStar Emulsion is a new high velocity, high energy, bulk emulsion explosive for use in mines and quarries, operation director Mike Henderson explains. And RedPak Packaged Emulsion is to be produced for construction blasting and small quarries. “RedStar is not a ‘me-too’ product,”

Henderson says. “RedStar has distinct superior explosive characteristics that will allow RedBull to improve blast performance and reduce blasting costs for the entire market. Our product formulations are unsurpassed. “Greater energy in the blast will allow more effective blasting in hard basalts and also enable pattern expansion and reduced costs in greywacke and limestone deposits.

Delivering explosives The RedStar bulk delivery truck, or Mobile Mixing Unit (MMU), is the new flagship of the RedBull fleet and will now become a common sight on New Zealand roads, quarries and mines.

It has a 10 tonne delivery capacity and the ability to blend a range of products on the quarry bench. “We blend the explosives in the quarry,” Henderson explains. “The product carried in the truck is inert and non-explosive and it is only sensitised once the truck arrives in the customer’s quarry.” The MMU was manufactured in Perth, Australia, by International Explosives Equipment Pty Ltd and fitted to an 8-wheeler Mitsubishi Fuso chassis by local engineers.

Quarry blasting Quarry managers have a one-on-one relationship with their RedBull blaster, who in turn gains valuable, site specific experience. Best blasting results are achieved through an understanding of quarry rock formations to optimise blast fragmentation for that particular quarry. RedBull’s supervisor arranges all logistics and drill rig supply to meet each quarry’s demands. This ensures clear communication lines and undiluted performance, responsibility and accountability.

Construction blasting RedBull’s success in construction blasting rests with the ability to predict and control blast vibration. RedBull has gained international exposure and is recognised as the leader in this field. The company pioneered the art of dissipating ground energy within the blast while reducing both actual vibration and public perception of blasting. RedBull is New Zealand’s expert construction blasting company with dedicated specialists and a reputation among local authorities for fully compliant, complaint-free operations.

Blast hole drilling RedBull operates a fleet of 12 blast hole drill rigs through its drilling division, TopRock Drilling. As a well established and successful 18 year old business, TopRock was acquired by RedBull in 2007 and the combined drilling fleet is now dominant throughout the North Island.

Back to basics The RedBull Powder Company is New Zealand’s leading provider of rock-on-ground services to the quarry industry. The company provides complete blasting services to quarries throughout the North Island, including quarry development support, consulting and environmental monitoring.

COMBUSTION CONTROL Ltd The Combustion Engineers for Gas, Oil and LPG

Web: Phone: 09 634 1610 266 Church Street, Onehunga 1643, Auckland

Email: Fax: 09 634 5342 PO Box 13454, Onehunga 1643, Auckland

Combustion Control Ltd is proud to be associated with RedBull Powder Company. Congratulations on the completion and commissioning of the new plant. Leading suppliers of Boilers, Burners and all associated equipment for Industry requiring Steam and Heating.

Marine & Industrial Electrics are pleased to be associated with RedBull Powder Company “SPECIALISTS IN QUALITY ELECTRICAL INSTALLATION AND SERVICE” 28 | November/December 2010

Initiatives | RedBull Powder Company RedBull Powder at a glance ■ The RedBull Powder Company was established in 1997 ■ The RedBull Powder Company operates New Zealand’s largest fleet of drill rigs ■ The shareholders are Peter Shapiro and Mike Henderson ■ The RedBull team is made up of four managers and 25 staff ■ RedBull’s equipment fleet comprises 12 drill rigs, six transporters, five explosives delivery trucks and 20 vehicles

Skills and success RedBull retains a specialised and experienced team of shotfirers through continuous inhouse training and mentoring. The company’s growth and success to date, has been built on a team of dedicated, loyal and highly skilled people. RedBull operates throughout New Zealand and the South Pacific from offices in Penrose, Auckland. The mechanical workshop, explosives storage, logistics and manufacturing sites are located one hour south of Auckland. Managing director Peter Shapiro and operations director Mike Henderson, bring together complimentary skills and experiences. Shapiro has 25 years of international construction and explosives management experience and

company ownership. Henderson is a long established icon in the New Zealand industry offering unparalleled experience and expertise in the practical applications of explosives and blasting services. The RedBull Powder Company was established in 1997 to bring competition to the New Zealand explosives market and has since grown steadily to become a dominant force in the quarry and construction blasting industry. RedBull Powder Company Ltd 6 Walls Rd Penrose, Auckland T  (09) 525 1181

■ Operations include explosives manufacture, quarry blasthole drilling, blasting in quarries and mines, construction blasting, soakhole drilling, explosives consulting, quarry planning and support ■ The areas of operation are primarily the North Island, but also the South Island and Pacific Islands on a project basis.

— Advertising Feature


“Proud to be associated with Red Bull Powder Company”

Phone: +64 9 636 3673    November/December 2010 | 29

Initiatives | JB Attachments

Deriving strength through

synergy The word is out — there’s been a professional marriage in the business world and the two companies that have forged this synergistic partnership are a match made in commercial heaven. Each a pioneer in its own right with the name of the merged enterprise — JB Attachments — paying homage to both businesses JB Attachments is an amalgamation of BAS Manufacturing Limited and JB Sales Limited. BAS Manufacturing has contributed its stateof-the-art facilities, experience in research and

development (R&D) and top manufacturing facilities to this union and JB Sales, its exclusive distribution rights of reputable brands and established international sales network.

‘Together we’re stronger’ It has been said that two heads are better than one — in business, it is no different. Merging the skills, knowledge and experience of two commercially compatible companies is a strategy for success.

JB Attachments chairman and the founding shareholder and BAS Manufacturing chairman Graham Smolenski, says the merger between BAS Manufacturing and JB Sales is “a marriage of complementary partners”. The two businesses have gone from being small, family-owned locally based organisations to one corporate business with an efficient management structure. “The objective was to create one strong company capable of handling the divisions in New Zealand and Australia. We reached the conclusion in 2008 there was going to be massive realignment of the construction industry in New Zealand, as it was overcooking itself. We knew that to be really effective, there had to be a business that encompassed New Zealand and Australian divisions.” At this time, JB Sales and BAS Manufacturing also recognised that with the imminent rollout of broadband, the main industry players would get bigger and therefore the companies servicing these players would need to be in a strong position, operationally sophisticated and capable of providing solutions. The JB Attachments motto — Together we’re stronger — is representative of this acknowledgement.

30 | November/December 2010

As separate entities each company could not compete internationally but as one enterprise it can become a strong commercial contender. Better still, the products patented to JB Attachments generated signficant interest during the recession when other companies in the same industry fell victim to unstable economies. “The recession played into our hands because when the traditional players were under pressure, our patented products like the tilting bucket and the multi-coupler received heightened interest. Our customers, suppliers and banks also supported us during this time and now they are seeing the benefits of that,” Smolenski says. JB Attachments is consistently focused on providing better solutions and better value for clients as a specialist in quality earthmoving attachments and trenchless equipment. JB Attachments’ primary factory is in Wiri, Auckland. At 2671 square metres and located on one hectare, the factory is a purpose designed manufacturing space. JB Attachments also has manufacturing facilities in Brisbane, sales offices in Auckland, Brisbane and Melbourne and service workshops in Auckland, Brisbane and Melbourne.

Initiatives | JB Attachments

Initiatives | Underground Network Services

Keeping us connected We take for granted our ability to ring someone, go online or drive through traffic, but behind every piece of technology there’s a team that delivers and maintains it.

The company’s workshops provide a full service for clients’ HDD machinery and earthmoving machines, attachments and parts and with its top facilities and skilled employees, JB Attachment endeavours to provide a quality service. Its service and repairs are also backed by a warranty.

Innovating downunder As a company that understands heavy machinery must incorporate robust, reliable and quality attachments to guarantee efficiency, minimise operational disruptions and enhance productivity, JB Attachments strives to source the best solutions for its customers. Importing reputable international brands and designing its own product range enables the company to empower its clients. With new products available including asphalt recyclers and hard rock hammers, JB Attachments is fully committed to solving specific problems for customers. It lives by the mantra, ‘Great ideas our in our blood’ and has multiple revolutionary designs to its name — highly successful quick hitches, multi-couplers, tilt hitches and tilt buckets. Happy to produce customised items with the application of expertise offered by its R&D team and technologically advanced engineering shop, JB Attachments wants to know what its customers need and will find a solution to achieve the result. A manufacturer and importer of a full range of quality earthmoving attachments, JB Attachments provides earthmoving attachments which have been built to withstand the harshest working conditions. Designed with customer needs in mind, the excavation and heavy machinery equipment is versatile, easy to use and enables the user to reduce costly downtime and achieve greater productivity. The earthmoving attachment product range available through the business is the largest in Australasia.

JB Attachmen ts Manufacturin is an amalgamation of BAS g Limited and JB Sales Limite Merger benefit d. s include: ■ Modern, st reamlined man ufacturing facilities deliver higher volumes , consistent qual ity and value ■ Amalgamat ed sales and su pport teams provide timely responses to cu stomer enquiries and more efficient after sales support ■ A stronger and more focu sed management team exists w ith a strategic vision and finan cial expertise ■ Joint R&D fu nctions with ex tensive industry and pr oduct knowledg e within the business pr omote greater innovation and developm ent of new prod uct lines.

In the Auckland region, Underground Network Services has been providing specialist contract services to the telecommunications industry for more than 15 years. Underground Networks Services’ project list reads like a list of vital Auckland infrastructure. General manager Ian Williams says the company also does all the copper and fibre holding for Point to Point at Auckland airport. It is also the reason why traffic lights work on the motorways, thanks to their partnership with Fulton Hogan. It also does work for Armitage who run CCTV cameras for the motorways, police and councils. Underground Networks Services does projects for Citylink, ensuring the technology behind the connections in and out of the CBD works well.

One big project it has been working on for the past two and a half years is the Chorus Fibre to Node contract. Currently teams are working in the Howick, Manakau and North Shore areas. While Underground Network Services is Auckland based they will travel outside of the region for a project. In the past they have done work in Northland and Tauranga. Ian Williams says Underground Network Services’ future plans are to try and win contracts from the Government when its broadband roll out occurs. “We also want to maintain the high standards we have set for ourselves in terms of our work ethic and attention to health and safety.” Underground Network Services PO Box 21-274 Henderson Auckland 0650 T  (09) 838 3571 F  (09) 838 3574 E — Advertising Feature

The JB Attachment trenchless equipment range provides auger boring machines, drill parts and accessories, hard rock hammers, location equipment and pipe bursting systems. Auger and drive unit packages are also available, including a hydrapower range of augers and auger drives. The robust design and construction of this technology ensures a greater workload can be achieved and offers more reliability than alternative brands. The variation of models also allows for a greater range of host machine weights. “We have gone from two little New Zealand companies, to having a corporate footing in Australia and New Zealand because the management at both JB Sales and BAS Manufacturing had the maturity to see the potential and came together to achieve mutual ambitions. “We are now capable of going into the American and European markets, which we will be doing in the future,” Smolenski says. JB Attachments 49 McLaughlins Road Wiri, Auckland T  (09) 278 4863 E — Advertising Feature

Affordable & Effective IT Support • Onsite Support & Remote Network Management • Strategic advice and network design • Full equipment installation and maintenance • Equipment leasing and purchase options • SaveAs Continuous online backup and disaster recovery

Brera ICT Solutions are proud to support Underground Network Services Call for a no obligation IT system health check 09 973 5480 (conditions apply)

Quality Crushing & Screening Equipment including Jaw, Cone, Impact Crushers, Feeders, Screens, Sand Washers & Conveyors, Comprehensive range of quality crusher parts & wear resistant products in stock.   November/December 2010 | 31

Focus | PPS Industries

A polished operation Expertise in power tools, accessories and service

With its professional blue product range, Bosch is the leading supplier of power tools for trade and industry. Bosch’s expertise also includes a wide range of accessories and a comprehensive service package through to environmental protection by recycling power tools. These services and expertise will convince you to choose Bosch.

Thirty-six years of operation have seen huge growth for PPS Industries, one of New Zealand’s leading suppliers of electroplating chemicals, polishing and abrasive products for the metal finishing and stainless steel fabrication industry. Professional Plating Services (PPS) was founded in 1974 by managing director Michael Evans to supply chemicals to the electroplating industry. In the early years the company was one of six chemical companies supplying electroplating chemicals to more than 100 electroplating shops New Zealand-wide. Today PPS Industries is one of three, supplying about 20 shops throughout the country. During the mid 1980s, polishing compounds and polishing buffs were added to the range of products to be sold, followed by abrasive belt products.

Cutting, grinding, sanding or rust removal: the high-performance angle grinders from Bosch offer maximum power, safety and convenience.

Developed for professionals means developed by working together with professional tradesmen

When developing new power tools, Bosch works very closely with professionals who use power tools as part of their everyday work. This practical knowledge is incorporated into the development of new power tools. For example: the new Cordless Multi-Cutter GOP 10.8 V-LI Professional from Bosch is an extremely handy tool for perfect trimming, adjusting and repairing – making it indispensable for every shop, furniture and kitchen fitter.

Leader in innovation and technology

A name change to PPS Industries Ltd was instigated as PPS moved more into engineering and woodworking abrasives arena. Thirty-six years on, PPS Industries represents a large number of prominent NZ engineering distributor companies and their products, such as 3M, Bosch and CRC.

High-quality products PPS Industries has a number of exclusive European, American and Asian agencies that include brands such as Pferd, VSM, Ruko, Rex-Cut, PME and Sterling. PPS has its own range of products, including the German VSM brand of ceramic fibre discs and sanding belts, which have been found to out-perform most other competitor products due to its unique ceramic makeup. Within the Pferd range, which is manufactured in Germany, the RSG and PSF grade of thin cut-off discs are found to be one of the most popular brands and grades available, giving outstanding performance in both cut and durability. Pferd’s range of products is very comprehensive and includes grinding wheels, engineers’ files and rasps, wire brushes, NCC tungsten burrs, flapwheels, flapdiscs, spiral bands, policaps, polirolls and mounted points. Rex-Cut products from America use a unique processed blend of cotton and abrasive to

Innovations from Bosch provide the professional user with a clear benefit. Two current examples: The new Small Angle Grinder GWS 7 Professional is extremely robust, offers long lifetime and can be used for a number of applications. It is ergonomically designed with a slim form body to improve performance and durability.

0800 543 353 Robert Bosch NZ or view our products at 32 | November/December 2010

PPS Industries is a leading supplier to the metal finishing and stainless steel fabrication industry

Our success can be put down to our enthusiastic staff, our great service, an outstanding product range, good suppliers, good distributors and very loyal customers Michael Evans  PPS Industries founder and managing director

produce a quality product that can be used extensively in the stainless and aluminum industry for grinding, cutting, blending, deburring and polishing. PME manufactures a comprehensive range of polishing compounds and polishing buffs, while Ruko offers core drilling machines and core drills, with the German company having one of the most up-to-date production methods in the world. In addition to these lines, PPS carries a range of screw hole punches, a deburring range, jigsaw blades, reciprocating blades, tungsten hole saws and SDS hammer drills, HSS twist drills, taps, die nuts and buttons… the list goes on. The Sterling range covers tool room grinding wheels, surface grinding wheels and segments,

centreless wheels, GP grinding wheels and automotive reconditioning wheels and segments.

Focus on service and quality One of PPS’s strengths is excellent service combined with quality products supplied to a range of industries, including stainless steel fabrication and metal finishing, general engineering and construction, as well as the marine industry, particularly super yacht and executive pleasure craft boat builders and related industries. With 35 dedicated staff, 13 of whom are experienced territory sales professionals, plus inside sales support staff, PPS Industries provides exceptional service. The company’s head office in Penrose contains a fully equipped and managed laboratory, a chemical and polish manufacturing facility and a conversion plant for the manufacture of sanding belts in all sizes up to 300mm wide x 8 metres in length. In addition, there is a dedicated product training area, with trainers from Europe, America and Australia able to assist in product training. PPS has branches in Hamilton and Christchurch, with satellite stocking units in Palmerston North, Hastings, Tauranga and Dunedin. Michael Evans is extremely proud of the success of PPS over the past 36 years. “Our success can be put down to our enthusiastic staff, our great service, an outstanding product range, good suppliers, good distributors and very loyal customers over this period,” he says.

PPS Industries Limited PO Box 12-823 Penrose Auckland 1642 T  (09) 579 1001 F  (09) 579 8010 — Advertising Feature

Focus | Amediate Engineering

Evolution to fabrication market leader As our structures have evolved, engineering has cemented itself as an integral component of modern day life. Similar to this is the evolution of Amediate Engineering which has become as a leader in New Zealand’s steel fabrication and machining industries. The company was established 18 years ago by Ken and Tania Brown-Bayliss with a couple of borrowed lathes in the corner of a friend’s factory. Within a few years the business relocated to a larger premises in Howick, then only three years later was on the move again. “Engineering can be a tough industry to establish a name in but once it’s there and you have proven both your work quality and ability to deliver on time, every time, ongoing relationships become established,” Ken says. “Everything we do, is to solve problems for our customer. If we do that in a way that reflects favourably, they become advocates for our business as well.” Amediate Engineering is certainly known today, serving big-name clients over a diverse range of industries, from Telecom and Vodafone to Sky Communications and Arrow International. The business covers a range of specialist areas, including design, fabrication, installation and project management for residential, commercial and industrial applications. Projects range from manufacturing and installing beer systems, to specialist trailers and onsite fabrication fit-outs. “We carry out any steel related work from minor fabrication through to the structural components of a building,” he says.

“We pride ourselves in having the skill, ability and knowledge to help our clients with ‘out of the ordinary’ type projects.”

Monteck Group of chartered accountants, which works predominantly with small to medium sized businesses.

A qualified fitter and turner, Ken has built a reputation for designing and producing quality engineering solutions. “It’s those difficult jobs that make us the specialists.”

“When they were recommended, we had no idea of the benefits this would make to our business,” Tania recalls.

The workload focus has grown from “kitchen table-sized fabrication jobs” to 20-30 tonne structural projects. “But we will still do absolutely any project the customer requires. We never say no,” he says. In September Amediate Engineering moved to new 1200sq metre premises to further accommodate workload and staff. Now there is space to manufacture bigger components for the booming fabrication demands.

“In a short space of time our business was restructured for a positive benefit, financially as well as for asset protection. “We feel comfortable all our accounting, taxation and business profitability requirements are being extremely well looked after by Karen Tobeck and the team at Monteck Group.”

The Amediate team comprises specialist tradesmen in engineering, design, manufacture and installation. If you need quality engineering work, give Ken a call at Amediate Engineering. He’d be happy to take the problem off your hands and deliver you a great solution. Amediate Engineering 8 Turin Place East Tamaki Auckland T  (09) 265 2200 E  info@amediate     — Advertising Feature

Coaching, mentoring However, the scale of projects is not the only area which has achieved significant growth for the company. Three years ago Amediate Engineering employed the services of Betterment, a business coaching and mentoring organisation. “The growth we have experienced since using the services of Betterment has been phenomenal,” Tania says. “Our mentor Brian Rosnell has become more than our business mentor — he’s a really a good friend and business has more than quadrupled since we have had him on board.”

Auckland Petrol Tank Services

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We welcome Ammediate Engineering to our neighbourhood and wish them every success for the future.

Growth of this magnitude has also required the services of a proficient accountancy firm. “Our business mentor recommended the

Ph. 09 274 9407 |

We can help you improve your business performance and profit, by showing you ways to; increase sales, manage costs and improve productivity, with easy to apply business tools and advice that will make a real difference to your business. We helped Amediate Engineering do just that, so why not give us a call and receive a FREE 1 hour consultation to see what we can do to help you.

Call betterment today 09 53 53960

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It is this four-fold increase in growth that has driven the move to premises six times the size of the previous building.

Improve your business performance?

“We are proud to be associated with Amediate Engineering Ltd”

29 Ben Lomond Crescent Pakuranga Ph. 09 5765 907 Fx. 09 5765 687

Monteck Group is a progressive, friendly bunch of accountants who pride themselves on giving clients what they need – “Our Goal is for all our clients to be financially well organized”

P: (09) 273 3682 F: (09) 273 3680 W: E:

“When our business consultant recommended Karen Tobeck from the Monteck Group we had no idea of the benefits this would make to our business. In a short space of time our business was restructured resulting in an improvement to our financial position and effective asset protection. With our recent move into premises three times our previous size we needed help to manage our growth. We feel comfortable that all of our accounting, taxation & business profitability requirements are being extremely well looked after by Karen and the team at Monteck Group.”

Ken & Tania Brown-Bayliss, Amediate Engineering Limited

Give us

a call for a

FREE consultation!   November/December 2010 | 33

Focus | Production Techniques

Giving flavour its


A little bit of everything is fine in moderation. This is an important maxim to remember when contemplating the consumption of a special treat. In the moments spent savouring a sweet or savoury treat, few probably stop to consider how that chocolate, bakery item or snack bar came to be. The givens are the introduction of cocoa or muesli, the sprinkles of sugar and the dusting of chocolate or yogurt. But what about the intricate network of machinery that shaped and created the bar? While a packaged product arrives in its finished form, it didn’t just happen that way — perfection is never accidental. It is the sum of an integrated process which begins and ends with highly efficient machinery; a network of refined technology that has been designed and manufactured by one New Zealand company for more than 20 years. As a specialist in the construction of customised chocolate processing and bar manufacturing machinery, privately owned Production Techniques Limited (PTL) designs with the operator in mind.

A global presence Established in 1988 when founder Jim Halliday, an engineer for a New Zealand chocolate company, spotted a niche in the market, PTL has a professional passport, coloured with global stamps, as more than 90 percent of its equipment is exported around the world. From initial consultation through to design, manufacturing, assembly testing, shipping, installation, training and service, PTL has expert skills and industrial knowledge at the heart of its operation. With highly qualified

staff, some of whom have more than 30 years’ experience, the company is a closed book when it comes to observing client confidentiality requirements, when a project is still in the development phase. With its machinery exported to countries the world over, PTL works with multi-national corporations and has its primary markets located in Australasia, North America and South America. In response to the growth of the Brazilian economy and the significant volume of its market, PTL has been promoting its equipment in the country and recently formed an agreement with a local agent. “As the economy grows more and more in Brazil, people have a disposable income and they now have access to foods such as chocolate and muesli bars,” sales and marketing director Nick Halliday explains of the company’s increasing international presence and success. “PTL is experiencing continual growth and we are focusing a lot of our efforts on the United States market, which has a huge volume and a real demand for our type of equipment. We have developed a partnership with a local agent who has a large presence in the market and is proving to be a very helpful affiliation.”

Intricate innovation PTL works closely with customers to ensure it designs and manufactures the exact equipment the client requires. The company’s motto is, ‘Together we deliver irresistible equipment solutions to achieve perfection in chocolate processing and bar manufacturing’.

Proud to supply quality machined parts to Production Techniques Ltd


PRODUCTION TECHNIQUES At Stainless Design, we’re proud of our association with Production Techniques Ltd and to be able to offer them a wide variety of state-of-the-art processes.

Contact Brooke Walker to discuss your requirements.

Phone: 09-579 2036


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Specialists in Teflon® Coatings, Silicone Rubber Mouldings and General Rubber Products • Phone: 09 274 0585 • Fax: 09 274 3585 34 | November/December 2010

Focus | Production Techniques

Cheese — it’s good

PTL also has a large, custom designed and manufactured range of auxiliary equipment, which works independently, or in association with its chocolate and bar manufacturing machinery.

Chocolate processing equipment Melters: These are designed to continuously melt product, corresponding to downstream production rates. They can melt chocolate, compound, liquor, butter and fats. Blocks, buttons and chips can also be melted at high speeds. Melters are flexible and have a significant wash-down capability to enable maximum production efforts. Kettles: These are designed to melt and hold chocolate or compound at a controlled temperature. PTL kettles are low profile which allows for easy loading of blocks or buttons. Tempering: PTL temperers accurately set up the formation of stable cocoa butter crystals to ensure good gloss, hard snap and product longevity. This model is available in two and three-zone screw temperers as well as plate temperers, and enables extremely accurate temperature control. Enrobing: Enrobers can fully coat, bottom coat only and decorate a variety of products. The technology is easily cleaned and provides accurate temperature control. Depositors: PTL manufactures chips and button depositors, inclusion depositors and one-shot depositors. The chip and button technology is used to manufacture chocolate, compound chips, wafers, buttons or drops in a precise and controlled manner. The inclusion depositor is used to manufacture chocolate clusters or bars with inclusions and the one-shot depositor is used to create chocolates centre filled with creams, truffles, nut paste or fondants. Cooling: PTL cooling tunnels are used to cool chocolate and compound bar slabs and other food products. These models are constructed in stainless steel for durability, cleaning and hygiene purposes.

Bar manufacturing Feeding: This equipment feeds pre-mixed and pre-cooked food masses from the mixers to PTL forming roller hoppers. The range of feeders available includes screw and conveyor, depending on application and preference. Forming: PTL manufactures forming rollers which form a sheet of food product whether it is muesli/granola, cereal, protein or confectionery. PTL’s sizing rollers set the height and compaction of the product after forming and the layering roller applies a layer of caramel, fruit paste, or a similar product onto the slab in a similar way. Cooling: PTL cooling tunnels are used to cool chocolate and compound bar slabs and other

Focus | Puhoi Valley Cheese

food products. These models are constructed in stainless steel for durability, cleaning and hygiene purposes. Cutting: Slitters are used to cut product slabs longitudinally into ropes while the PTL spreaders are an endless silicone belt which accurately separates product laterally one to another after slitting. The guillotine is a technology used to cut preformed ropes as required with a polished stainless steel blade with servo drive and linear cutting motion. The ultrasonic guillotine uses complex sound waves which eliminates the chance of product sticking to the blade. Enrobing: Enrobers can fully coat, bottom coat only and decorate a variety of products. The technology is easily cleaned and provides accurate temperature control.

Core capabilities Having innovative essence is one thing in business, but ensuring this creative energy is working in unison with other organisational attributes, like flexibility and professionalism, will keep a business humming to an efficient tune. With its core capabilities set in professional stone, PTL takes pride in every piece of equipment that leaves its factory, in the knowledge the functionality and appearance of the technology is the best the company provides. “PTL has, from its inception, specialised in chocolate processing equipment. As an extension, we have developed a full range of bar manufacturing equipment to make cereal, protein and confectionery bars. The focus on fast changeovers, simple cleaning and easy operation has proven very popular,” Halliday says.

Regular sensory indulgence is a must-do in life. Because in the hustle and bustle of daily existence, taking time to experience the good life and savour the flavour of fine foods is uplifting for the mind and body. Against the backdrop of a flawless summer day, or when hibernating indoors in the heart of winter, one nostalgic appetiser is food for the soul — cheese.

are carefully matured and turned by hand,” Blackman says. Puhoi Valley’s cheeses, including Oakdale Close Camembert, Old Barn Brie and Winding Track Double Cream Brie, wear the Puhoi township’s heritage like a badge of honour with images of the scenery wrapped around each different cheese.

With archaeological evidence of its existence dating back as far as 2000 BC, cheese consumption is a global addiction and cheese making, a mature art. Valued for its longevity, portability and high content of calcium, fat and protein, cheese is the professional forte of one New Zealand business.

In what will no doubt be a flavoured future, Blackman says the business’ objective is to keep pace with the international market and emerging consumer trends. It will also work to establish relationships with as many customers as possible and continue leveraging its strong professional relationship with Hancocks Wines.

Having taken the name of a town rich in character and history, Puhoi Valley cheese is favoured by high-end delicatessens and restaurants. “Three years ago we launched a premium foodservice range, whereas prior to this we only had a standard range offering. We developed our premium cheeseboard range and launched them because we wanted to step up in the market,” marketing manager Kristy Blackman explains.

With Puhoi Valley’s cheese range now referenced online for consumers, the business will be working to promote wines that complement their cheeses.

Its list of additional accolades too many to mention, the company has won multiple awards including the 2010 NZSCA Champion Cheese Packaging Award for its Farmhouse Camembert and the Gold Assure Quality Champion Flavoured Cheese Award for its Farm Fresh Goat Roasted Garlic and Dill variant. Puhoi Valley also attended the Fine Food Fair in June and will attend the Taste of Auckland in November.

As a boutique brand “Puhoi Valley prides itself on quality product, developed and produced by our artisan cheesemakers. The cheeses

Puhoi Valley Cheese PO Box 404-249 Puhoi Auckland 0951 T  (09) 301 6542 F  (09) 301 4615 E — Advertising Feature

We’re Stuck On Puhoi Valley

Innovative Packaging limited

“With our supply being customised, it has given us the opportunity to become the go-to supplier for not only high-end equipment, but equipment for unique applications. This flexibility and desire to work with the customer to give them what they want, has really opened a lot of doors and enabled us to develop a number of long standing and strong relationships.” Production Techniques Limited PO Box 58874 Botany Auckland 2013 T  (09) 274 3514 F  (09) 274 3515 E      — Advertising Feature


Energy-wise automation with SMC’s range of pneumatics including cylinders, valves, tubing and components. SMC Pneumatics’ revolutionary energy-saving product range has been designed to drastically reduce compressed air consumption. Substantial savings are possible in most applications – slashing plant energy costs without compromising performance. Greater efficiencies, environmental benefits and real cost savings. In every way, you’re the winner. Only with SMC.

SMC Pneumatics (NZ) Ltd 5 Pacific Rise, Mt Wellington, Auckland. Phone. (09) 573 7007 Fax. (09) 573 7001 Email

GEON is proud to supply speciality labels to Puhoi Valley for cheeses that are as equally special. To find out how your business can benefit from GEON’s print and communication solutions please visit or call us on 0800 496 641

is proud to support Puhoi Valley Cheese with their speciality cheese wrapping requirements. Our Materials ensure that the Cheese produced by Puhoi Valley Cheese is delivered to their customers using the highest quality materials available from around the world. Their cheeses continue to mature and improve until their customers take them home and consume them. Phone: +64(0)4 5660802

At SMC we are proud to offer our support to Production Techniques Ltd as their major pneumatics supplier   November/December 2010 | 35

Focus | Muriwai Golf Club


links It has the ability to hypnotise spectators and takes countless hours to perfect. Those fortunate few who master the mechanics of the action have the ability to command millions of dollars each year in match wins and endorsements. And, dare we say it, when the execution of this technique is timed perfectly it’s enough to make grown men weep. Yes, the golf swing; it is a refined art. It would be impossible to count how many times a golf club has been swung at Muriwai Golf Club since its inception. But, needless to say, every person that has played on the links has a golf swing as unique as their genetic blueprint. Established in 1956, the Muriwai Golfing Society signed a lease with the Crown to develop a golf course at Muriwai and in 1960 the course, designed by architect Harold Babbage, opened for play. In the 1970s, Muriwai’s current clubhouse was built, but when concerns about coastal erosion were expressed in the 1990s, the club negotiated with the Auckland Regional Council to redevelop its course on close proximity land where a pine forest had recently been felled. In 1996 development work started on a new front nine holes, which were opened for play in April 1999 and the back nine opened in February 2003. “This has been my life for the last 14 years since November 1996. I led this project,” general manager Ray Barnett says with pride.

As the only authentic golf links in the Auckland region, Muriwai has been developed on black iron sand dunes, which is captured in the club’s slogan ‘Golf as nature intended’. “We didn’t move bulldozers in and flatten everything and make it artificial. We ensured that the new development was in keeping with the natural terrain of the sand dunes,” Barnett explains. Since the opening of the new course, Muriwai Golf Club has hosted national and North Harbour Association events such as the NZ Under 19 Stroke Play championships and Men’s and Women’s North Island Stroke Play championships. The club has also hosted the Freyberg Provincial Masters tournament and in 2010, the Charles Tour Muriwai Open was held at the course. With 700 members, Muriwai Golf Club promotes itself to corporate golfers and overseas tourists. Barnett says elite amateurs and professionals have competed at Muriwai Golf Club, including Michael Hendry who won the Indonesian Open title a month after playing at the course.

AGrowQuip NZ Ltd – Pukekohe Cnr Paerata Road & Comrie Place Pukekohe 2120, Auckland

Phone: 09 237 0043

0800 TRACTOR (872 286)

AGrowQuip NZ Ltd – Cambridge 169 State Highway 1B Cambridge 3434, Waikato

Phone: 07 827 5184

Our proud history with John Deere Ltd dates back to 1953. Together we have grown the agricultural, commercial grounds care, consumer, lifestyle, golf-turf equipment sectors in the Auckland-Waikato regions to accommodate farmers, corporate, community, home, and horticultural customers.

AGrowQuip NZ Ltd – Hamilton

The full range of John Deere equipment, parts and service programmes is available at AGrowQuip NZ Ltd. From tractors, ride-on and zero turn mowers to Gator utility vehicles, we have it all! On-site Field Support Service is available 7 days per week. Our specialist Golf and Turf Division also services customers from Taupo northward.

AGrowQuip NZ Ltd – Silverdale

Agrowquip are pleased to be associated with Muriwai Golf Club

36 | November/December 2010

8 Kells Place, Hamilton 3204

Phone: 07 847 0425

17 Flexman Place Silverdale, Auckland 0932

Phone: 09 427 9137

AGrowQuip NZ Ltd – Kumeu

332 Main Road, Huapai 0810, Kumeu

Phone: O9 412 9836

“We are open seven days a week, all year round. In winter, Muriwai links are dry underfoot because of the sand base. In summer, when other courses are dry, ours are green because of the efficient irrigation we have,” Barnett says. Ranked as the 17th best golf course in New Zealand by the Top 100 Golf Courses website, Muriwai Golf Club keeps company with some of the most prestigious resort courses throughout the globe. In keeping with its commitment to providing a world class experience, Barnett says the club has applied for resource consent to renovate the clubhouse. At a cost of approximately $2.5 million, this renovation will be staged over time as finances permit.

Muriwai Golf Club PO Box 45 Waimauku Auckland T  (09) 411 8454 F  (09) 411 7123 E — Advertising Feature

Business Development | Northern Area Swim School/Livingstone Building

New spin

on learning to swim Learning to swim will never be so easy for Rodney residents once the new Northern Area Swim School is built in Silverdale, probably just before Christmas. The new fitness facility is the dream of Matthew Saunders, whose father Mark manages the NZ Olympic swim team and owns a swim school in Auckland city. The head teacher will be Olympic swimmer Dean Kent and the centre will include four indoor pools, a gym and a physiotherapy centre. Two of the pools will be 25m-long pools and two will be 10x14m pools. Livingstone Building NZ Limited of Hamilton is the company behind this important community fitness and health facility. It has been in operation in the North Island since the 1940s and has won numerous awards over the years. “Everyone in the Livingstone team, from the apprentices through to the directors, understands and realises the importance of catering to the client’s needs,” marketing co-ordinator Sara Kelly says. “We have a strong and proficient team in the office and on site bringing clients the best quality projects possible. Livingstone is committed to quality, health and safety and the adoption of best industry practices while offering practical and economic solutions.” The quantity surveyor for the Northern Area Swim School project, Mark Shaw, says they tendered for the contract with the client. Shaw believes they won the contract because of the competitive price they offered to build the state-of-the-art facility for. Stage one should be completed in time for Christmas. This covers three pools, the gym and an administration centre. Approximately 60-80 people including subcontractors have been working hard on the project which was hampered by severe storms in September.

“There have been setbacks due to weather but we’ve shuffled our methodology and programme to ensure finishing by the end of the year. We’re trying to ensure the storms have the minimum impact on our schedule by thinking outside of the square.” Stage two is due to finish in March 2011. The finished swimming pool will be a delight for everyone who uses it because of its functional features and creative design. The pools are not conventional concrete pools but an Italian design of stainless steel from Myrtha. Kingspan audio-perf panels are being put in the ceiling which will reduce noise. This will be especially pertinent during swim meets when the crowd is cheering on a winner, or during a music-blaring aquacise class. An interior design architect was brought onboard for the project. The high-ceiling pool area will be held up with laminated timber beams. Pool-goers will be greeted in reception by lights incorporated in a school of fish feature. The swimming centre will have a swim school for all ages and levels and Les Mills programmes

Northern Area Swim School is ready to launch with the advent of a brand new pool complex… operating out of three group fitness rooms. The gym will include a smaller room for “mums and bubs” programmes, yoga, core training and an area for boxing and space for RMP spin classes. Livingstone Building NZ Limited 70 Maui Street PO Box 20165 Hamilton 3241 T  (07) 849 0082 F  (07) 850 6488 E — Advertising Feature

Jacobs Construction Ltd Pleased to be associated with Livingstone Builders Ltd

Contact Lance on either 06 858 8808 0274 446 296 PO Box 283, Waipukurau, Hawkes Bay

• Earthmoving • Drainage Reticulation • Roading • Dewatering • Siteworks • Concrete work • Surveying

Infrastructure & Subdivision Specialists Proudly working with Livingstone Bros Ltd on the Northern Arena Swim Centre Ph: 09 4265010 Email: 17 Forge Rd, P O Box 475, Silverdale 0944   November/December 2010 | 37

Property and Construction | Shears & Mac

When your business needs a makeover… Shears & Mac in Penrose has experienced consistent growth during the past few years, moving into large new premises so it can offer an even better retail and commercial fit-out service.

building works, subtrades, project management, contract work, repairs and servicing. The company provides clients with a contracts team to look after all fit-out requirements. This allows for a consistent brand image and high-quality project every time. With each handover the contracts team takes valuable knowledge and experience to its next project.

Shears & Mac has been operating for more than 25 years in Auckland, providing expertise, knowledge and operational technology in all aspects of retail and commercial fit-out projects. These projects range from $50,000 to $3 million and vary in size from 20sqm to more than 4000sqm. They include new unit fit-outs, refurbishments, roll-out programmes, rebrands and large-scale ongoing contracts.

New home

Shears & Mac is owned by Chris and Julie Stafford-Bush, Direct Capital and Patrick Moyne, who lead a team of highly skilled and professional staff able to assist clients with design development, planning approval, surveys, costing, consents, manufacturing,

All Trades Contracting Ltd

Shears & Mac’s approach is to work in tandem with its client and their team, creating an environment of co-operation and commitment to help make the job easier. Two manufacturing plants, previously located in Panmure and Albany, have been consolidated into an 8000sqm industrial building at 395 Church Street, Penrose. The property has been extensively refurbished by Shears & Mac, prior to moving in July this year. “It is a specialised property that will ideally suit our requirements, ticking a lot of the boxes that larger industrial users look for,” Chris Stafford-Bush says.

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“We required a large footprint to fulfil our current export opportunities to Australia and existing client growth in the New Zealand market for all our manufacturing and building works,” Stafford-Bush says. “Church Street allows us to do this in a very effective manner. The building will create a large manufacturing and head office hub for the company’s 120 staff.” The move has allowed technology upgrades including the addition of two state-of-the-art paint booths, machining and drawing software and dust extraction and air reticulation systems. Along with the new building came a new Shears & Mac company logo and branding identity. The number 4 has been dropped from the name,

Australian market growth Shears & Mac is establishing a fulltime factory in Auburn, New South Wales, to offer an improved service to Australian customers. The the new permanent location west of Sydney will be a base for employing project managers and site foremen, allowing Shears & Mac to better control its operations and building works in Australia, Stafford-Bush says. The company is doubling its building managers in Melbourne and Sydney and is also employing fulltime supervisors in those cities. “About 30 percent of our work is in Australia,” Stafford-Bush says. Shears & Mac is currently working on a large project in Melbourne, providing high-end joinery for the high roller private gambling rooms at the Crown Casino. The $2.5 million project has been running for nine months, with the current stage due for completion by the end of October.


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All Trades Contracting are pleased to supply Shears and Mac4 Ltd with their custom metal work.

Shears & Mac moved to consolidate operations and achieve greater efficiencies.

while the logo was chosen for its longetivity, solidity and timeless qualities.


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“The location was a huge driver in our decision to move here, with close access to the motorway interchange, airport and the profile that the site offered.”

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Pleased to support Shears & Mac Ltd PO Box 53-004, Auckland International Airport. T: 09 256 4111 • F: 09 256 4139 W:

38 | November/December 2010


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Property and Construction | Shears & Mac

“We’re in discussions about continuing to be a preferred supplier with them,” Stafford-Bush says. “It’s a significant project and there are ongoing opportunities in continuing to work for them.”

Growth and success In New Zealand, Shears & Mac has completed the fit-out of JR Duty Free stores in the arrivals and departure areas of Auckland Airport. The company is also completing JR Duty Free at Christchurch Airport and is in discussions to begin work on the store at Wellington Airport early next year. Other retail projects in New Zealand include the new design Glassons store in Newmarket, the

“We’re working on a number of large projects at the moment,” Stafford-Bush says. “Over the last 12 months we’ve continued to grow — albeit with continuing tough economic conditions — by continuing to take marketshare, diversify our offering and through maintaining repeat business. “Our objective is to show further double digit growth over the next 12 months and beyond.”

Shears & Mac Limited PO Box 12393 Penrose, Auckland 1642 T  (09) 582 0671 F  (09) 571 2008     — Advertising Feature

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Shears & Mac has supplied joinery for the rebranding of 48 Kumf Ziera Shoes stores throughout Australia and New Zealand, and has also done work for Country Road, Cue, Veronika Maine and Oakley.

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Property and Construction | Enterprize Steel

Forging One Auckland company that has capitalised on the strength and durability of steel is Enterprize Steel, which has spent most of the last two decades forging its reputation for diligent, reliable business. Enterprize Steel Ltd was incorporated in July 1994, but was trading for a couple of years prior to incorporation. The current directors/shareholders are Keith Munro, Sarath Fernando and Daniel Munro. Keith Munro started the company from scratch, with his partner Phil Hollings, who later left and was succeeded by Fernando. Since establishment, the company has continued to meet market demands through working on an extensive range of projects.

Structural steel Enterprize Steel’s long-serving contracts manager Colin Ross has been with the company for over 11 years. “Steel is an excellent material to work with. It is also one of the most versatile materials on planet,” he says. “It is 100 percent recyclable, can be formed into almost any shape and has been tried and tested for 150 years or so. It almost single-handedly sparked the industrial revolution alongside the invention of steam, during the mid-18th century. “Steel is also in its infancy of a second revolution by streamlining towards a unified design code which will eventually encompass all structural engineering design fields, under one code, irrespective of which part of the world, the project would be constructed.” Structural steel design has become one of the most innovative concepts of recent years, thanks to the immense computing powers that are now readily at hand for today’s programmers, generating “real time” design models, sometimes with an almost uncanny accuracy match against real life scenarios.

Projects Enterprize Steel has worked on hundreds of different projects since 1994. Two of the most recent prominent ones are both multi-million dollar projects, being the revitalisation of the Auckland Art Gallery, which will be totally completed by mid-2011 and the new AK4 furnace building at the Auckland Glass Company.


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Both projects are nearing completion for the supply and erection of the structural steelwork with approximately 530 tonnes used in the Auckland Art Gallery and 1100 tonnes in the AK4 furnace building.

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Enterprize Steel has played a pivotal role in the creation of important Auckland landmark buildings.

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24-26 Trugood Drive • P: 09 273 2820 • F: 09 274 0251 Visit us online at 40 | November/December 2010

“The two projects were both extremely difficult for different reasons,” Ross says. “With the art gallery, the structural roof components and modules were frustratingly complicated, due to a totally new innovative roof design concept, (the first to be used in New Zealand), in which the atrium roof was anchored with stainless steel peripheral hanger rods, counter-balancing internal slender columns. “The engineers and architects worked extremely hard to achieve this novel design which, hopefully, will more than reward itself once the building is complete and the public can gaze up at the cathedral-like roof and the tantalisingly slender columns,” he says.

Property and Construction | Enterprize Steel


Some Enterprize Steel projects… ■ Auckland Art Gallery ■ AK4, new furnace building ■ OfficeMax, new premises, Highbrook Park ■ Bunnings Warehouse, Mt Albert ■ Millennium Sports Centre, Mairangi Bay ■ 21 Queen St ■ Mangere Arts Centre, Mangere ■ Project Forrester, Data Building ■ Project Orbit, Data Building

“It was a very difficult project. Hawkins, the main contractors, excelled themselves, tackling every unforeseeable problem on a daily basis.” The AK4 project was a traditional heavy engineering building, demanding almost all of Enterprize Steel’s resources, due to the “fastrak” programme required to maintain the target completion dates. “The throughput required a full 24/7 workforce, both in the factory and on site, to maintain lead times for sequential erection cycles,” Ross says. “Sanjay Pawar managed the day-to-day running of the project, Sunia and Inder managed the workshop and Keith, Dan and Robb Ross managed the site erection. Due to the speed of this project it was certainly not without problems, but again, each problem was tackled on a daily basis, by all the personnel involved.” It seems as if Enterprize Steel has played a pivotal role in creating every important landmark Auckland building. It has built walkway canopies at Auckland Airport, a retail building at Auckland’s Domestic Airport, the main entrance for the Auckland Zoo and metalwork and stairs for Sylvia Park, the country’s biggest mall. It refurbished the heritage-listed lamp standards and clock outside the main entrance to the CPO building and made canopies for Britomart, the city’s funky waterfront precinct of shops, restaurants and cafés. Enterprize Steel has done work for the film studios in Henderson where iconic New Zealand shows such as Shortland Street and Outrageous Fortune are filmed. The company has worked alongside the main contractors on many infrastructure projects, up and down the North Island, countless schools and has done work for Auckland University. It has also worked on constructing many “shed-type” buildings around Auckland, such as Bunnings, Countdown and Foodtown. Ross describes these as “bread and butter” projects for the company.

Enterprize Steel has built a strong reputation by being honest and reliable.

Near and far

■ Walkway canopies at Auckland Airport

Enterprize Steel is Auckland-based, but is happy to do work anywhere. In the past it has worked on projects in Hamilton, Wellington, Tauranga and Whangarei. It has also worked on a variety of projects overseas, such as a bank in Samoa, plant extensions in New Caledonia and clinics in Papua New Guinea.

■ Entry for the Auckland Zoo

“Ninety percent of our work is in the Auckland region but we’re not put off by projects further afield,” Ross says. “We have erection teams willing to put up any steel structure, wherever it is. Recently we have been working in Samoa on a crafts centre building.”

■ University of Auckland Business School, main entrance canopy

■ Metalwork and stairs for Sylvia Park ■ Canopies for Britomart ■ Auckland Infrastructure ■ St Kentigans and Epsom Girls Grammar schools projects

■ Metal Work for the Auckland Civic Theatre ■ Lloyd Elsmore Pool ■ Film studios in Henderson

Oddball jobs “Many of the steel companies, don’t seem to want to take on more challenging projects,” Ross says. “They either lack the skill or manpower and they are prepared to continue tendering for easier projects, which means they have to be extremely competitive. I try to tender on the more difficult ones for the challenge it presents and the fact that a lot of our competitors tend to shy away from these.”

The process The employees at Enterprize Steel work throughout the whole process of making steel ready for construction sites. In the workshop, a team cuts, drills, welds and fabricates a series of components during day and night shifts, with Sundays off. The steel is either painted in the workshop, or sent away to be specialist painted. After that, it is picked up and taken to a construction site. Enterprize Steel uses its own transport. The steel is then erected by a team of Enterprize Steel riggers. It also has its cranes which range between five and 30 tonnes. About 50 percent of Enterprize Steel’s onsite team are trained to use them. Feature continues on next page >>

We carry out an extensive range of onsite, breakdown, repair and service work. Our services cover the following: • Machinery Repairs • Sourcing of Parts • Automotive Engineers • Chassis Repairs &/or Straighteners • Heavy Truck/Crane Maintenance and Repairs • Earthmoving Machinery Maintenance Engineers

FREE PHONE: 0800 CRDTOFIX Ph: (09) 820 5360 Mob: 027 431 3431 Fax: (09) 820 5361 31 Fremlin Place • Avondale • Auckland

Stockists, Suppliers & Importers Of All Steel Products Universal Beams, MS Channels, Universal, Columns, Rolled Steel Joists, Mild Steel Flats, Angles, Squares, MS Plate, Pressed Channel, CR Sheet, Electro Galv. Steel, Chequer Plate, Pipe, Hollow Sections, Reinforcing Steel, Wire, & Reinforcing Mesh

Proud to be associated with Enterprise Steel Ltd 0800 800 649


p: (09) 273 2740 f: (09) 274 5158

e:    November/December 2010 | 41

Property and Construction | Enterprize Steel Key areas of work… ■ Structural steel ■ Metalwork ■ Coded welding ■ Steel sales ■ Balustrades ■ Formwork ■ Hot-dip galvanising (service agent only) ■ Industrial painting

Other services… ■ Free quotations ■ CAD drawings ■ Preparation of shop drawings ■ Plasma cutting

Partnerships Enterprize Steel is an agent for galvanizing company, Perry Metal Protection Ltd, who do daily pick-ups from their yard. It is also an agent for Air Liquide, for all of their clients’ gas requirements.

Challenges One of the challenges facing Enterprize Steel and its competitors today is the ever-expanding mountain of paperwork that now forms part of the basic tender documents. “These are things like QA, site safe, work plan inspections and test reports,” Ross says. “We seem to have inherited the whole process of being ‘office boys’, now that the majority of today’s tenders arrive either by courier with a CD (or even a DVD) or via email. “We then have to decide how much we have to print and how much is ‘non-essential’, which means reading through just about everything, before you can sit down and actually do the tender.” Colin Ross says they have worked long and hard to build up a good name for themselves and are often selected by building companies

such as Fletchers because of a long history of doing the job well.

Solid reputation It may sound simplistic, he says, but building a reputation was done simply by being honest and reliable. “If you provide a good service, they will come back to you. It’s about keeping your ear to the ground and being in the know, to get the edge over the competitors out there.”

Enterprize Steel does not rest on its laurels. “We continue to work hard to maintain the standard we’ve set for ourselves.” Enterprize Steel Ltd 583 Rosebank Road PO Box 71155 Avondale, Auckland T  (09) 828-2224 F  (09) 828-3998 E      — Advertising Feature

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42 | November/December 2010

Property and Construction | Chenery Contracting

Enduring success story The roaring twenties — the jazz age — was an era of power and glamour. But the booming prosperity of the 1920s was obliterated by the retrenchment of the Great Depression and then the austerity imposed by six years of all-out war. Following a lengthy spell of relative calm we had the 1987 stock market crash and by the time the 2008 global recession hit, few from roaring twenties times remained to feel its wrath — even less in the plumbing and mechanical services industry. It makes Chenery Contracting’s story even more fascinating. Established in 1929 by William Arthur Chenery, the company is one of the industry’s largest and oldest. A reputation was quickly established for high quality workmanship through its involvement with some of the most distinguished projects of the time, including Auckland’s Civic Theatre. As structures have evolved, so too have the services of Chenery Contracting through its involvement in some of Auckland’s most distinguished projects. In the past 15 years it has emerged as a leader in the design and build market for both the plumbing and HVAC (heating, ventilation and air conditioning) sectors of the construction industry. Now owned by the Ian Bailey Family Trust, Chenery Contracting has covered a wide range of projects in the industrial and commercial sectors of the building industry, managing director Geoff Schunselaar says. The $180 million, 24 level Deloitte Centre on Auckland’s Queen Street is a recent project the company is particularly proud of. Completed last year, it was one of the first buildings to achieve ‘Five Green Star — Office Built’ certification by the New Zealand Green Building Council. “We undertook the design and build of the hydraulics for the complex,” Schunselaar says. “It is great to work on buildings which will successfully and sustainably serve future generations.”

Full servicing The Waikato Hospital plumbing and drainage contract will see a team of 25-30 engaged during its peak build during the next three years. “We provide full servicing throughout these sectors which sees our teams servicing buildings from the Vector Arena through to the Auckland, Greenlane and Middlemore hospitals.” With involvement in the initial build of the three hospitals as well, the company is especially experienced to take on work within the medical and related services. Other projects include the plumbing and drainage contract for the Auckland Art Gallery upgrade due for completion March/April 2011, the University of Auckland Thomas Block Extension plumbing contract due for completion in October 2011 and the Britomart Westpac Charter House green star project due for completion in March next year. “We have an inhouse engineering team conversant with 2D and 3D CAD and experienced with the 3D modelling process after modelling the Deloitte Tower and Waikato

Chenery Contracting services ■ Green solutions

■ Air quality assurance

■ Water treatment

■ Medical gasses


■ UV water treatment

■ Plumbing

■ Air and water filtration

■ Heating

■ Control systems.

Chenery Contracting provides full servicing on various structures, such as the Vector Arena (above)

What Chenery Contracting does for its clients ■ Maximise the efficiency of your plumbing and mechanical systems ■ Minimise your running costs ■ Improve your comfort levels “Proud to support Chenery Plumbing”

■ Extend your equipment’s useful life ■ Take the stress out of your maintenance.

Come to us for all your Mitsubishi needs:

How does Chenery Contracting achieve this? ■ By gaining an understanding of your business and your relationship with your mechanical services ■ By understanding what is important to you; critical areas of operation, proactive maintenance, regular maintenance ■ By understanding what is important to you; critical areas of operation, proactive maintenance, regular maintenance.

• New and used Mitsubishi • Fleet Vehicles • Servicing, WOF’s & Repairs • Parts and Accessories • Finance and Leasing

686 Great Sth Rd, Manukau Main Line: (09) 262 9020

The process ■ Site analysis is undertaken to understand your mechanical and environmental operating requirements and your equipment’s age and condition ■ A maintenance programme is then designed specifically to meet your requirements ■ A contract is signed ■ At the first visit the annual service is completed.


Proud to be associated with Chenery Contracting Telephone: 09-276 7648 | Fax: 09-276 7076 P.O. Box 22-736, Auckland | 25 Kaka Street, Otahuhu, Auckland Email:

Hospital projects — which allows for full design and build capability. While it is an extremely competitive industry, we are one of the only companies with these capabilities which allows our involvement with such large scale projects.” Competition is also proving tough for skilled tradesmen. “It’s one of the biggest challenges facing the industry,” Schunselaar says. “The industry is suffering from price undercutting and when you are forced to charge less, that forces down the amount you can afford to pay people. We have a policy of taking on apprentices and training them to support our industry, allowing us to maintain high quality tradespeople.” Among a total staff pool of 68 is a project manager with 47 years of service, one with 35 years of service and another with 29 years with the company — so Chenery Contracting must be doing something right. Chenery Contracting 25-27 Huia Road Otahuhu Auckland T (09) 276 6025   

— Advertising Feature   November/December 2010 | 43


excellence Evidence of

niversa An



Property and Construction | Peter Swan Limited

A R S

Establishing a reputation for excellence takes some doing, but it’s exactly what Peter Swan Limited has done.

The Auckland-based company has forged itself an international reputation as professional engineers, architects and project managers dealing exclusively with clients in the food industry. The company specialises in designing and delivering processing, chilling, freezing, cold storage and materials handling facilities. Company director Peter Swan has a background in structural engineering, first with the Ministry of Works in Wellington, then in private practice. After gaining experience in New Zealand and overseas, he decided to move away from designing high-rise office buildings, a building

New Zealand's first Choice Contractors in the Electrical Industry. JLE Electrical services include: • Automation PLC / SCADA / HMI • Instrumentation • FPSO maintenance experience • Hazardous area inspections

market sector that is subject to extreme economic fluctuations.

requiring precise and exact standards of engineering and architecture.

get a hearing that possibly wouldn’t happen in other fields.”

“High-rise buildings are exciting when you’re doing them but when the economy goes into a hole, your business suffers,” 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.”

Much of Peter Swan Limited’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,” Swan says.

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.”

Peter Swan Limited was formed in 1990. Since then it has continued to grow and increase its knowledge within the food industry. As a small country 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. This field of design is complex and demanding,

• Industrial Design and Build • HVAC • Marine

About 20 percent of the company’s work each year is carried out overseas, in the Middle East, Asia, Russia and the Pacific. Swan says New Zealand has a good reputation within the international food industry. “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

Advances in communications and technology in recent years have also made it possible for Peter Swan Limited 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.”

• Petrochemical maintenance projects & Shutdowns We undertake projects throughout New Zealand, across Australia and throughout South East Asia. Project’s have included ‘Shutdowns’ in Australia, Singapore, Malaysia and New Guinea. Web:


44 | November/December 2010

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

Property and Construction | Sharp and Page

F u l l f i t- o u t

package Whether dressing your business for success or revitalising a tired residential space, it goes without saying the fit-out needs to be the whole package — functional, practical and aesthetically attractive. The pursuit of all of these elements drives Sharp and Page, a company with a trained eye for detail. Established in 1936, the business made a name for itself as a made-to-measure furniture manufacturer. Sharp and Page, as it exists today, was formed when the original company amalgamated with Finewood Furniture and other existing businesses in the late 1980s to become a hybrid of the strong professional characteristics each enterprise possessed. With its traditional techniques and industrial knowledge, the family owned and operated company emerged as a strong industry contender. It gravitated towards more commercial work as the influx of international furniture imports flushed the New Zealand market with discounted options its bespoke service could not compete with.

Deloitte reception area and offices, as transformed by Sharp and Page

Having invested significantly in European technology, Sharp and Page, owned by Adam Sharp and his father John Sharp, has highly efficient machinery that works in unison with traditional manufacturing techniques the business has mastered to maximise its operational productivity.


“With a continuous improvement philosophy the newly acquired machinery ensures efficiency and accuracy in the manufacturing process and ensures the end result is a combination of strength and quality. With a cost competitive environment and with labour at a premium, we needed to invest in computerised machinery that has low set-up times,” Adam Sharp says. Undertaking commercial projects and fit-outs for residential properties including kitchens, vanities and wardrobes, Sharp and Page has been subcontracted by many iconic New Zealand companies and relies on a high level of repeat business. One such fit-out was the recently built Deloittes in Auckland that the company completed for Multiplex. “It was a full fit-out including the kitchen, reception and storage areas. We also manufactured all the wall and ceiling panelling, which required a lot of detail,” Sharp says. With 30 skilled tradesmen, Sharp and Page is as a high quality, yet cost competitive, complete solution for furniture fit-outs. The business places significant emphasis on providing an efficient and supportive after sales service. “We have a core group of staff and a low staff turnover. We pride ourselves on this.

“Proud to be associated with Sharp and Page Limited”

“Our advantage is that we have been around a long time and are well established with plenty of experience in the commercial field. “We also completely back up our product. Generally, we have few failures as we won’t manufacture something if we know from the beginning it won’t work,” Sharp says. “We are well established, have high quality standards and construction techniques and we are committed to meeting budgets and deadlines.”

Bakker Electrical Ltd 100 Daffodil St, Titirangi, Auckland

Sharp and Page 590 Rosebank Road Avondale Auckland 1026 T  (09) 828 7119 F  (09) 828 1123 E

Phone: 09 816 8994 Fax: 09 816 8995 Mob: 0274 932794 Email:

— Advertising Feature

For the future, Adam Sharp says the company will be focused on strengthening its operation and rebranding, which is currently under way. “We will continue to focus on our strengths and our commercial work as well as residential fitouts. The rebranding that is coming through will revolve around and focus on Sharp and Page being a complete solution for its clients.”


Sharp and Page

in striving for continual innovation in the furniture manufacturing industry

Suppliers of Quality Kitchen & Cabinet Hardware 0800 820 840

Pleased to be associated with

Sharp & Page

Hutchco Enterprises Ltd Phone: 09 573 6110 Fax: 09 573 6113    November/December 2010 | 45

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?

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.

Call 0800 777 444, text SAFE to 244 or go to our website to order your SafeBottle today 46 | November/December 2010

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.

Gary Collins Managing Director

Auckland Today Issue 86  

Issue #86 of Auckland Today business magazine

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