Issue 82 | April/May 2013
Aaradhnaâ€™s Awakening After almost giving up her music entirely, Aaradhna has woken up to an entirely new future
Happy days Creating a healthy working environment
Laying down the law Navigating the employment law minefield
Inside innovation The Kiwi entrepreneur who revolutionised the way the world watches sport
Virtual companies Growing a retail business with no shop frontage
RR nds a s u o h T orth w s r a l l of do r Rewards e of Readhis issue! in t details
Dare to dream Business guru Michael Gerber brings his entrepreneurial vision down under
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News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1524
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Issue 82 April/May 2013
in this issue…
Cover image taken by Karen Ishiguro
6 | Management
12 | Local moves
28 | Focus
Business consultant Kevin Vincent looks at why mentoring benefits everyone
Grow Wellington’s new chief executive, Gerard Quinn and the WECC’s new president, John Milford
How the royally endorsed Campaign for Wool benefits consumers and producers alike
6 | Politics Wellington Today
7,354 ABC circulation as at 31/12/12
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16 | Dare to dream
Trademark attorney Angela Searle on the facts and fallacies surrounding trademarks
Business guru Michael Gerber brings his entrepreneurial vision down under
7 | Strategies
17 | Virtual companies Growing a retail business with no shop frontage
Author, speaker and sales specialist Richard Gee talks about measuring success
GENERAL MANAGER Rebecca Harris
8 | Tactics
OPERATIONS MANAGER Di Barclay
ADMINISTRATION Kylie Moore ADMIN MANAGER Kelly Allen Jade Haylett Rhondda Brisbane Cindy Breward Penny Duns
SALES & ADVERTISING Jane Watson SALES EXECUTIVES Grant Williams Melissa Sinclair Mogens Petersen Anthony Patrickson Kent Caddick Daryl Noel Peter Black Melissa Kala Clive Greenwood
NEWSROOM Jonathon Taylor EDITOR Melinda Collins CHIEF REPORTER Davina Richards JOURNALISTS Marie Sherry 03 961 5050 0800 555 054 email@example.com
Richard O’Brien from NZ Biz Buy Sell advises about getting your business attractive for buyers
Malley & Co partner John Shingleton on how to manage a poor performing employee
9 | Working life Workplace advisor Karen Degan discusses how involved employers should get in the personal lives of staff
10 | Online Website designer Suzanne Carter talks about getting your online presence working well on mobile devices
10 | Events diary Find out what’s on near you
ISSN 1173-1524 (Print) | ISSN 2230-634X (Online)
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22 | Inside innovation We run a couple of questions past Ian Taylor - the New Zealand entrepreneur who revolutionised the way the world watches sport
24 | Laying down the law Navigating the employment law minefield
26 | Lifestyles
Disclaimer: This publication is provided on the basis that A-Mark Publishing is not responsible for the results of any actions taken on the basis of information in these articles, nor for any error or omission from these articles and that the firm is not hereby engaged in rendering advice or services. 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 2012 by A-Mark Publishing (NZ) Ltd. All rights reserved. No article or advertisement may be reproduced without written permission.
After almost giving up her music entirely, Aaradhna has woken up to an entirely new future in which she intends to realise her dream
What leaders can learn from private equity firms
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18 | Cover story
25 | Business tips
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37 | Goods and Services The Bata Bullet is more than a shoe – it’s a household name in New Zealand and today Bata is reinvigorating itself in local markets
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14 | Happy days
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Project Plus CEO Iain Fraser discusses the upside of organisational agility
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Labour Party leader David Shearer on keeping home ownership a reality
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RR Viewpoint | Management/Politics
Mentoring benefits everyone
Keeping the home ownership dream a reality
Kevin Vincent is a director of business improvement consultants Vincent and Nugent Limited. www.vincentnugent.co.nz
There is a current trend in business toward more activity in coaching and mentoring whether at a senior executive level or for all levels of employees.
They will benefit through developing their current skills, learning new skills, gaining improved insight into their work, their organisation and themselves, obtaining unbiased support and opinion, gaining fresh perspectives, and getting advice , suggestions and options.
It is becoming increasingly recognised as a valid and important component in employee development and motivation. Many organisations are now seeing the fruits of their endeavours through participation in the process.
If a person wants to be coached or mentored then they should meet with the coach or mentor regularly and this could be weekly or monthly.
In coaching, the coach sets the goals, sees how you are doing and works alongside you to gain the skills you need. With mentoring it is very much more a “listening” environment for the mentor. Mentors are usually regarded by the person being mentored (the mentee) as being wise or particularly experienced in their fields and they are perceived as a confidant. At its broadest definition, a mentoring programme is a formal relationship between a mentor and a mentee, in which the mentor helps the mentee achieve clearly defined goals. Simply put, mentoring is the process in which people help others set important goals and develop the skills to reach them. Historically, a mentor was almost always seen as an older, senior person who would take the mentee (often a junior) under their wing, helping them in whatever manner seemed right to them at the time.
Clear objectives should be set so the process remains focussed. They should rely on the coach or mentor for guidance only and not for giving answers. The mentee must be straight up – be honest and remember the coach or mentor is not a dumping ground. Business undoubtedly benefits by incorporating mentoring and coaching practices within their organisations. These benefits include: • Develops your prospective leaders and potential high flyers • Attracts new employees • Retains existing employees • Improves internal communication • Grows the management team increases collaboration and team work • Encourages self-development ownership • Reinforces diversity • Creates better networking opportunities
Today, mentoring is more about sharing and • Makes employees feel really valued development. In its purist sense, mentoring • Challenges employee thinking in a is about supporting and developing the allpositive way around growth of the mentee, not just making them better at their job. • Stimulates employees to be more involved and creative There are a multitude of benefits in working with either a coach and/or mentor. It can • Releases trapped potential. be either or both and in whatever situation, the basic understanding is that the person If you are responsible for your team’s is obtaining from the mentor wisdom, development then I ask you to seriously commitment, support, encouragement consider a coaching or mentoring practice in and guidance. your organisation. It will work and you will be delighted with the results. The best environment for effective coaching and mentoring is a place where you can safely discuss any issues in confidence. People being coached and mentored need this privacy.
David Shearer is the MP for Mt Albert and leader of the Labour Party
Most Kiwis dream of owning their own home. It’s something I was certainly keen to do when I was young. As soon as I’d saved enough for a deposit, I bought an old villa. It was a first home - not a dream home. It had sinking piles and a sloping floor, but I was happy to do the work to bring it up to scratch so that I had a warm, dry home to call my own. I want the same opportunity for all New Zealanders - for our children and grandchildren. But the dream of home ownership is drifting out of reach. One of the biggest barriers for people starting out is the lack of affordable houses. In the 1960s and 1970s, about 30-35 percent of new houses being built were entrylevel homes. Today, that’s fallen to just five percent. Between 2011 and 2012 there was a 36 percent increase in the number of homes selling for more than a million dollars. House prices have climbed so high that home ownership in Auckland has dipped below 60 percent for the first time. It’s the same trend in other parts of the country. The Government says there’s nothing it can do about that. It’s up to the market. But let’s face it, the market has failed. That’s why Labour will take a very different approach. We will be hands-on and use the power only the Government has to make a difference. We’ll also oversee the largest building programme in 50 years - putting 100,000 families into their first homes over the next 10 years. It’s ambitious but doable and desperately needed. These homes will cost around $300,000 to build, on average across the country. They will be a mix of stand alone houses, terraced homes and apartment buildings. But most importantly they’ll be warm, dry, insulated and affordable. Quality homes to enjoy and take pride in.
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We’ll use the economies of scale involved in a project of this size to make significant savings in building costs. That means that even the cost of standalone three to four bedroom houses in Auckland, which are at the moment being built for around $450,000, can be reduced substantially. We’ve already had a huge amount of interest in KiwiBuild from the construction industry. Building firms, architects and designers are excited about the opportunity to create modern, energy-efficient homes. We will kick start the programme with a one-off $1.5 billion investment. Because it will be capital investment, it will not affect New Zealand’s path back to surplus, which is a priority for Labour. As soon as houses are built, we’ll put them on the market and the money we make from the sales will go back into the funding pot to build more. So over time KiwiBuild will be self-funding. Not only is this plan great for first home buyers, but it will stimulate our economy by creating thousands of jobs and training opportunities. We’ll also take the heat out of the housing market by introducing a capital gains tax to encourage investors to put their money into job creating businesses, rather than speculating on the Auckland property market. That speculation is ramping up prices beyond what people can afford and pushing rental prices up too. I am focused on getting our country back into the black and on providing opportunities for all New Zealanders. Our housing problem won’t be fixed by leaving it to the market or tinkering. It’s time to be active and hands on, to roll up our sleeves and get stuck in and make the big changes needed. I had the opportunity to afford a house. I want that for everyone else too.
Viewpoint | Legal/Strategies
The upside of organisational agility Iain Fraser is CEO of business consultancy Project Plus Ltd. Contact firstname.lastname@example.org or visit www.projectplusgroup.com
Angela Searle is a trademark attorney for Trade Mark Intelligence who works with both SMEs and global corporations. She can be reached at email@example.com
With almost 20 years’ experience in assisting companies to protect their trademarks, I have amassed a wealth of knowledge, along with a number of war stories regarding trademark protection. Here I explore some of the facts and fallacies. Trademark protection is just for multinationals and large companies looking for major trading opportunities. False: Whilst trademark protection is of major importance to large New Zealand companies and multinationals, it is also really important to small traders. In particular, they may lack the resources to contest any allegations of infringement. If found to have infringed another party’s trademark registration, the cost of rebranding - including design costs, new signage, a new website, new letterhead, business cards and more – can be immense. And an established company may lose customers and goodwill associated with the original name, if rebranding is required. Surely I can search the Intellectual Property Office (IPONZ) web site and register a trademark myself. True: An individual can search information publically available to determine whether or not a name has trademark protection. However, there are a number of potential problems that could result in future issues. It is relatively easy to insert the relevant name and see what results appear. However, a trademark registration covers “confusingly similar” trademarks as well as the identical. It is therefore important to search for similar marks such as phonetic equivalents. This can be daunting for first time users. Professionals bring experience in dealing with the website and have the added advantage of regular, up to the minute training by dedicated IPONZ personnel. Secondly, when actually lodging a trademark application, many factors need to be taken into account to ensure maximum protection. Should the application cover
the logo or word mark? Or should I lodge the application for the logo in black and white or full colour? Thirdly, if the goods or services are not correctly described, the scope of trademark protection can be limited. By ensuring the description is broad and inclusive, there is potential to increase trading potential and business capacity under the terms of the original trademark registration. A trademark expert will offer advice on how best to describe the goods and services for now and for the future. Once lodged, each application is scrutinised by an IPONZ examiner – non compliant applications will be returned with objections. A trademark professional can reduce and overcome such objections. For traders wishing to sell goods or services overseas, a trademark specialist will have knowledgeable and reputable global contacts to assist. If the trademark I want is already registered, then I need to find an alternative trading name. False: Generally this is correct but there may be ways around it. For example, where a mark has not been used in New Zealand for a period of three years or more, or only for some of the goods and services covered by the registration, full or partial removal of the prior registration may allow the new name to co-exist. Alternatively, the goods or services covered by the prior registration are so different to those of interest to the new trader, that co-existence may be possible as consumers are unlikely to be confused. Trademark protection is only important where I am considering a new name. False: Trademark protection is always important whether buying, selling or establishing a new business identity or product. A trademark portfolio should be reviewed regularly to ensure there are no ‘gaps’ in the protection offered. In order to avoid legal hassles or in extreme cases, the disruption and costs associated with changing an established trading name, a consultation with an experienced trademark professional, is sound business practice.
With just a few exceptions, the world’s economies are still suffering from shifting global market priorities and slow growth. These have created complex, risk-laden business environments that have many leaders looking for inspiration in order to find ways to balance the need to innovate and change (getting ahead), against the mindset of ‘let’s just clamp down and ride this out’ (staying in business). For organisations that want to get ahead, recent research suggests those organisations that have high levels of agility are twice as likely to see increased success with their new initiatives, when compared to those with low agility. So what is agility? In essence it’s about an organisation’s ability to be flexible, or as I prefer, to be nimble, in its ability to conduct its business. Forward thinking organisational leaders have recognised that post global financial crisis (GFC) there is a greater need for organisations to be way more receptive to delivery of value, that’s faster and for a cost that’s less than before. Leaders that recognise the need for change, identify market shifts and wish to seize new opportunities, or maintain a fast pace, are beginning to adapt their approaches on three key areas: namely, execution of plans (portfolio management style), risk management and talent (resource) management. A new business management model Becoming a more nimble organisation requires a strong understanding of and ‘line of sight’ on the organisation’s ability to execute against and benefit from, its goals and objectives. A leaning towards stronger, matrix type structures and the empowerment of resources, together with portfolio management techniques, is gaining momentum around the world.
Why portfolio management? Portfolio management use, together with its cousins programme and project management, allows any organisation to blend change driven initiatives with business as usual (BAU) in a matrix manner that has high levels of resource empowerment and leadership. This requires the organisations to take risk; risk that is calculated and considered, accepted and communicated throughout the organisation, so that prioritisation, decision making and ultimately business benefits are better understood and easier to achieve. Portfolio management is no longer just about finance investments, albeit there is a linkage in terms of organisations seeking to balance their internal investments (capital) into change driven activity, that directly contributes towards future business successes i.e. return on investment. In summary portfolio management is all about the way we do business, from strategy planning through to benefits realisation. The use of modern portfolio management techniques demonstrates that project management has come a long way – not just a construction/engineering oriented discipline anymore, but a recognised technique for balancing an organisation’s capacity and capability to better achieve goals and objectives faster and for lower cost. To get ahead, organisations must adapt and become more nimble in today’s environment. In taking no risk, one is unlikely to thrive or even survive however, taking too much risk can have the same effect. Bottom line is, portfolio management together with a nimble and lean philosophy that’s change driven gives better performance that then allows any organisation to get ahead.
Helping Make Value Visible
Getting ahead in business is about seeing the big picture. Our solutions guide you to do the right things with the right people at the right time. See more at…
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www.wellingtontoday.co.nz April/May 2013 | 7
Viewpoint | Sales/Tactics
Measure what gets results
Is your business attractive to buyers?
Richard Gee is an author, international speaker and trainer of sales people. His websites www.geewiz.co.nz, www.geewiztv.com and www.successful.co.nz contain examples and free strategies for sales marketing and business development
Many sales managers and business owners get it wrong when they measure sales force results. They measure money earned instead of actions that need to be taken to get the revenue budgets.
or white, calls done, quotes done, follow up done, sales made. Focus your sales team on what really matters and will be measured, not on uncontrollable stuff. It really does work.
Don’t measure sales dollars per week, measure the face to face calls per day over the week, then measure the effectiveness of the calls by how many became sales or quotes which demonstrates the sales person used the employable skills they have.
Upcoming Wellington seminars Maybe this measure will show they need training to get better results, but it really goes May 21 Sales Basics to the heart of the performance. May 22 Advanced Serious Selling Poor sales are always the result of poor face to face activity; if you don’t get in front of the customer identifying problems to solve, then you don’t get sales.
Aug 27 Sales Basics
Excuses of emails and phone calls being done are areas that should not be measured - they are just tools of the job, just like the presentation tools of the laptop or iPad etc.
Upcoming Auckland seminars
A good measureable target is four face to face calls per day for five days; 20 calls in the week will generate quotes and followups into business. Customer service teams can make 10 calls per hour to targeted segment customers, for measurable results of rep appointments gained, quotes to send, or sales.
May 14 Sales Basics
Measure the numbers of actions, and you will get the dollars to happen. Support your sales team with sharing the numbers at sales meetings and get them to share the success and wins from their measured activity, and encourage each other to practise their employed skill more often. It is a New Zealand statistic that Kiwi sales reps only spend 2.5 hours per day in front of customers selling to them. So ask yourself what are they spending the rest of the time doing; driving, admin, or time wasting stuff? You employed the sales rep to sell, not spend 75 percent of their time doing other stuff that does not earn revenue. Measurement of the correct actions makes it easier to manage the people performance and there is no dispute of actions, it is black
Aug 28 Customer Service Basics
Apr 16 Sales Basics Apr 17 Sales Management
May 15 Advanced Serious Selling June 18 Sales Basics June 19 Leadership with Results
Upcoming Christchurch seminars June 25 Sales Basics June 26 Sales Management
To book on line visit the website www.geewiz.co.nz/seminars or call 0800 GEEWIZ (433 949)
Richard O’Brien heads online business sale and purchase website, NZ Biz Buy Sell, offering options and tools and a large library of free resources for sellers and buyers. Visit www.nzbizbuysell.co.nz
Selling a business is the most common business exit strategy in New Zealand. But with the increase in businesses preparing to go onto the market in the next 10 years as the working population ages, how do you ensure yours attracts the right buyer?
2. Maybe you’re just the homework
If you want to sell, then you need to begin preparing in advance. Businesses with good performance, strong governance, clear processes and strong balance sheets have more chance of selling.
First impressions count. If your business looking tired and neglected, now is the time to sharpen it up and re-paint or redecorate as required. Clean plant and ensure all maintenance work is carried out.
Simply put, buyers want a ‘business in a box’. They are looking for a business that has all processes and systems well documented, allowing the new owner to come in and take over with ease. Goodwill and knowledge need to be easily transferred to the new owner – what’s in the sellers head has to be documented.
4. Business potential
One of our most used resources is a simple, but effective ‘seller’s checklist’ – an easy to use four page list prompting a seller to consider the most important areas they need to address prior to sale. These include anything from getting your financials in line, to building value, plant and stock considerations, reviewing your marketing plan and anticipating what your buyer will request. You can check it out at www.getmore.co.nz. What do buyers want? Generally, buyers are looking for cash flow, a business they can add value to and something that has a good future. A successful sale is all about keeping your buyer’s needs and wants in mind throughout the sales and marketing process. So why would a buyer want to buy your business?
New buyers aren’t always specific on the type of business they want and there will often be a number of options across two or three different industries that may suit. Buyers will be seeking to compare and will often research several options before making a decision. 3. Is it appealing?
What does the future look like? Business buyers are often more interested in the business’ future earning potential than current revenues, as often they believe the business will operate much better once they are in control. This perception presents a good opportunity to build the vision, by showing the buyer how their skills and strengths are just what the business needs. 5. Cash flow This is the lifeblood of the business and particularly important if the buyer is looking to borrow funds from the bank. The buyer will need to be able to satisfy lenders that they can support their living commitments, as well as service any loan from the business’ earnings. Most banks will be after three years financial history if they can, to convince them buying this business is a good idea. 6. Finance
Most buyers will need to borrow, so early in the selling process, determine the buyer’s source of funds. Then work to help your buyer clinch the deal. Lenders will 1. What are their motivating factors – why require a number of things to satisfy their buy a business? requirements, and it’s in your best interest to assist. It may also be worth offering, It’s not just for the money; business buyers ‘Finance to an approved purchaser, OR are usually seeking freedom, status and Vendor finance – if you are prepared to recognition. The ability to be master of one’s own destiny, to be the boss and not be merely leave some money in the business for a suitable purchaser. an employee reporting through to someone else. These factors should be incorporated into the benefits when marketing your business.
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Viewpoint | Working Life/HR
Personal lives of staff - how involved should you get? Karen Degen is the owner of Set Free with EFT, a company that changes mindsets to create business success. Email firstname.lastname@example.org or visit www.setfree.co.nz
The concept that employees should leave their personal lives at the door is becoming obsolete. Many companies not only want to know about the personal lives of their staff, but are getting actively involved in helping them. Although a company’s greatest asset is its staff, generally managers have only wanted to know the ‘at work’ part of that asset, keeping a comfortable arm’s length from involvement in their personal lives. This attitude is finally changing with managers taking a holistic approach. The word ‘holistic’ means to emphasise the importance of the whole person and the interdependence of all the different parts. It is the understanding that all aspects of people’s needs, including the psychological, physical, social and spiritual, need to be taken into account and seen as a whole. The ideal employee is someone who has grown to and is operating at their fullest potential. According to Abraham Maslow, the full realisation of one’s potential is only realised when all other needs are fulfilled.
this would impact on their staff’s ability to be focused and productive, smart companies stepped in to assist with meeting that need. One large multinational company for example offered five additional days paid leave so their staff could sort out any earthquake related issues. They also offered to quickly send constructional engineers to evaluate the homes of their staff members. This went a long way towards creating peace of mind, or where there was serious damage, certainty and an ability to make decisions straight away. Most people’s progress up the hierarchy of needs is hampered at the third and fourth levels. These levels are primarily emotional, including self esteem and confidence. Any assistance given to move employees through these levels will be well rewarded. There is a saying ‘energy flows where attention goes’. Unfortunately many people’s attention is focused on worry, fear or self doubt. One way that managers can take the more holistic approach is to have regular holistic (whole person) meetings with each employee, using that time to find out what is happening in their lives, but more importantly how they feel about those situations.
His hierarchy of needs model proposed that one must satisfy lower level basic needs before progressing on to meet higher level In finding out how they feel about growth needs. Once these needs have been themselves and their lives, any barriers reasonably satisfied, one may be able to reach to achieving their fullest potential can be the highest level called self-actualisation. identified and assistance provided. Maslow described self-actualised people as For many managers this is not the type of those who were fulfilled and doing all they discussion they feel comfortable having. were capable of. Every person is capable of These discussions also require a particular moving toward a level of self-actualisation, skill set many managers may not possess. It but unfortunately progress is often disrupted may be more prudent to provide access to by failure to meet lower level needs. It is at an expert in this field who can hold these these lower levels that astute managers are holistic meetings and provide any assistance offering assistance. needed to move through the various Companies who actively assist their personal challenges. employees up the hierarchy of needs are One thing managers can do to create a more likely to have self-actualised people on sense of safety and trust around this is to set their team - those who can perform at the an example. For instance, don’t hide your highest possible level. own personal or family issues from your Most people already have their basic employees. Allow them to see the ‘whole’ needs met however, after the Christchurch side of you, challenges and all. Those who earthquakes this was no longer the case. wall off their own personal life will find their Recognising that the worry associated with employees putting up similar walls.
How to manage a poor performing employee John Shingleton is a partner and general manager at Malley & Co Lawyers, specialising in management, human resources and employment law. Visit www.malley.co.nz
Managing poor performance by an employee can be fraught with difficulty and there is a considerable process employers need to follow. Ideally, all new employees should be properly employed under a 90-day trial period. However, there are circumstances when an employer discovers they have hired a poor performer, but did not have the employee on a 90-day trial period. That employer might instead have hired the employee on a probationary period. These are usually for up to three months. It is important not to confuse a probationary period with a 90-day trial period. They are two very different contractual arrangements. Similarly, the employer might have a specific poor performance management clause in the employment agreement. How to manage poor performance when there is no specific contractual clause • It is essential that the employee is clear as to what is expected of them at the outset of employment. Documenting clear and precise standards or Key Performance Indicators is a must • The employer must have evidence of the poor performance. Again, documentation is critical • If the employer is concerned about the poor performance, then the employer must treat the employee in good faith. • Practically, the employer should outline the concerns in writing and first invite the employee to attend a meeting, with a support person or legal representative, to discuss the concerns. All the concerns and supporting evidence must be disclosed in the letter • The first meeting is to provide the employee with an opportunity to discuss the concerns and express their point of view on the matters that have been raised. At the end of the meeting, the employer should review what has been said and decide whether to continue managing the perceived lack of performance
• It may be that the process need not progress any further. But, if the concerns are still alive, then the employer should put the employee on a performance management plan. A performance management plan The proposed plan should be circulated to the employee for comment first before a second meeting is held. The plan should outline specific tangible targets and periodic reviews. At those reviews it is important to give the employee documented feedback. Ideally, the plan would include any assistance the employer considers reasonable for the employee to reach the required targets. The letter also needs to outline the potential outcomes of the plan. If they do not reach the agreed outcomes within the specified timeframe, a first warning and an extension to the plan will be put in place. If extending the plan, the employer should further notify the employee that if at the end of the extended period, the employee does not reach the required standard, a disciplinary meeting may be held which depending on the gravity of the poor performance may conclude with a final written warning or dismissal. If the employer has reached the stage where a final written warning or dismissal is fairly warranted, then the employer is entering into the area of discipline. Section 103A of the Employment Relations Act 2000 imposes on the employer a duty to act fairly and reasonably. The good faith obligations still remain. The Employment Relations Authority makes clear that employers must give employee all fair and reasonable opportunities to reach the required standard. It is also crucial that the standard that is required is also fair and reasonable. If it is found that the standard is unachievable, then that could give rise to a legitimate personal grievance against the employer. To avoid getting into this, properly hire new employees under a 90-day trial period. If a new employee is a poor performer, then they can be let go quickly without fuss.
www.wellingtontoday.co.nz April/May 2013 | 9
Viewpoints | Technology
News | Events Diary
Does your website look good on mobile?
EVENTS DIARY What’s happening on the business and entertainment front
Suzanne Carter is the business development manager for website design and development company Limelight Online Ltd. To find out more visit www.limelightonline.co.nz
Now is the time of year a lot of businesses start planning for a new website or are looking to update their existing one. One consideration I think should be top of any website planning list, is to ensure that your website offers a great user experience on mobile devices such as smartphones and tablets. We all know that mobile device usage is on the up and up in New Zealand, which means many of your potential clients will be searching for and browsing websites that fit their needs via smartphones or tablets. It won’t be long, before internet access via mobile devices will overtake access via desktop computer, so it’s worth future proofing your website now. With the developing mobile device landscape, user expectations have also developed and now the expectation is they should be able to browse the web and view websites on phones just as easily as if they were doing it via a desktop computer. How does your site look on a smartphone? Have you looked at your website recently using your phone, tablet, netbook or even a TV? Is it hard to read, completely broken, or difficult to easily find what you need on the site? Your site would have been designed to look great on a desktop screen of probably 1024 x 768 pixels and perhaps it doesn’t look too bad on a tablet or a netbook, but on a phone or a very large screen it very likely isn’t doing the best job it can. This needs to be fixed. How do I make my website mobile friendly? Through what is known as Responsive Website Design (RWD). Websites designed and built using RWD techniques means they automatically resize according to the size of window they are being viewed on – even TVs. With more and more tablets and smartphones coming onto the market, and all of them having different screen sizes, it’s a smarter solution to have your website flex and respond than to serve up a separate site or different theme just for that device.
Responsive Website Design or a dedicated mobile site? While Responsive Website Design is the best solution for most websites, it is not the right solution for all. For some businesses a separate mobile website may be the preferred option and generally speaking, this will be because people have significantly different goals when browsing your site from a mobile device. For example, a bank might just want to provide users with access to internet banking as this will be the main reason such users will be accessing the site using a mobile device. In this instance, a separate mobile website or app may be the way to go. Dedicated mobile sites are usually quicker to implement, as they are quite straightforward to design and build and they do offer a purpose built experience as highlighted above. However, they are difficult to future proof due to the rapid ongoing development of mobile internet. Using RWD will definitely future-proof your website and whilst the process does take longer, it is well worth the time and investment to do it at the start rather than ‘retro-fit’ an existing site. With a dedicated mobile site you need to update both this site and the desktop version each time you have a content or image update, but with RWD you only need to it once. Another plus for RWD is that Google announced last year it will recommend websites which use this technique, as it provides an optimal experience for mobile device users. Day by day, the number of devices, platforms and browsers that need to work with websites grows. RWD represents a fundamental shift in how websites will be built for the decade to come. Even if mobile device visitors to your website are fairly low, you will no doubt see a steady month on month increase (this data can be viewed by having Google Analytics installed on your site). So if you are thinking of changing your website, you really need to think about RWD. Your users will be expecting it.
THURSDAY, APRIL 11-12 Advanced People Management To understand the behaviour of others and to assist them in developing their own skills, it is first necessary for you to understand and acknowledge your own behaviour. This course is about doing just that. Through the understanding of ‘you’ it will be more likely that you will choose the most appropriate/ style when dealing with others. This course has qualified for the NZTE Capability Development Voucher Scheme. For more information, go to: www.courses.businesscentral.org.nz
WEDNESDAY, APRIL 17 Assessing Your Fit for ERP Cloud Are New Zealand businesses ready for the cloud? Is the cloud ready for enterprise resource planning? What about data sovereignty? These are the kinds of questions you need to be asking cloud providers and will be the subject of discussion at this free Intergen think event. For more information, go to: www.eventfinder.co.nz
MONDAY, APRIL 22 Systems Thinking This one day course will focus on the qualitative system dynamics approach to systems thinking. The emphasis will be on applying tools that help you understand complexity, design better operating policies, and guide effective change from a holistic systems thinking perspective ideal for professionals, managers, analysts and decision makers from all sectors and organisations. For more information, visit: http://ped.victoria.ac.nz/courses/187systems-thinking
SUNDAY, APRIL 28 First Laughs NZ International Comedy Trust presents First Laughs. Hosted by Jeremy Corbett, it’s the night of nights, the best of the best, a glamour of gags. First Laughs kicks off the festival with a touch of class and a yardie of good times at The Opera House. Crowned ‘Funniest Person on TV’ (TV Guide), Jeremy Corbett hosts the event with a sensational local and international line-up. For more information and to buy tickets, visit: http://www.theicehouse.co.nz/ mindstorm-conference/
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TUESDAY, APRIL 30 to MAY 1 Danny Bhoy - NZ Tour 2013 A firm favourite with New Zealand audiences – Danny Bhoy returns for a national tour. He has built up a massive following in Australia, New Zealand and Canada, where he regularly tours with record breaking shows. The tour is presented by Adrian Bohm, by arrangement with Lisa Thomas Management, as part of the NZ International Comedy Festival 2013. For tickets, go to: www.eventfinder.co.nz
MONDAY, MAY 13 - 14 One Stop Update for the Accountant in Business With content covering three core areas, the One Stop Update delivers all the experts and plenty of inspiration. It covers technical and management accounting, leadership and people and business strategy. New Zealand’s leading accounting event not to be missed. For more information, go to: www.conferenz.co.nz
WEDNESDAY, MAY 22 – 23 Complex ICT projects Get an insight into not only what makes a project become complex, but ways you can minimise your risk during the project’s lifecycle. Learn how you can get your project off to the best start from the likes of Z Energy, TradeMe and the Department of Conservation. With legal insight, hands-on sessions around leadership and communication, these are two interactive and informative days where you can network with both your peers and local experts. For more information, visit: www.conferenz.co.nz
FRIDAY, MAY 24 - 26 The Food Show The Food Show has grown to become New Zealand’s annual must attend culinary event. Everyone can come for a taste and buy from a huge range of local and international foods, wines, beers, coffees and much more. If it’s edible and delicious, you’ll find it at The Food Show. Visit: www.foodshow.co.nz
THURSDAY, May 30 Flying Start Business Plan Workshop This workshop will not only help you work through the ANZ Flying Start Business Plan competition questions, but will also help you create a sound business plan which will assist you in growing your business to achieve success. To register, go to: www.bizhub.anz.co.nz/workshops
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News | Local Moves
New Zealand businesses need to collaborate to be part of the Christchurch rebuild Christchurch’s rebuild is finally set to gain momentum this year and a recently launched initiative will help businesses across New Zealand make the most of the opportunity. Collaborate Canterbury is a project helping to connect businesses in the construction sector, based outside Canterbury, with Christchurch companies already involved in the rebuild. The project’s website provides a portal where companies can register and be matched with Christchurch businesses looking for skills, labour and resources. Collaborate Canterbury spokesperson and CEO of the Canterbury Employers Chamber of Commerce, Peter Townsend says it is critical for Christchurch, and the rest of the country, that companies work together. This could be in the form of supply agreements, joint ventures, secondments, partnerships, outsourcing, acquisitions or sub-contracts. “By working together, the Christchurch company can unlock the door to the rebuild opportunities while the external
company allows the local business to build scale and increase its capacity. “We know it just doesn’t work when companies come into Christchurch cold and want to be involved in the rebuild. They have to have a local entity that has the contracts and relationships in the marketplace,” he adds. “When you look at the enormity of this rebuild, we know locally we do not have the available resource to do this on our own. We need and want businesses across the country to come in and work with us.” “When the rebuild takes off, we want companies to be ready and we want them to have explored all the possible models available to them to increase their workforce and resources,” Townsend says. Collaborate Canterbury is jointly managed by the Canterbury Development Corporation and the Canterbury Employers’ Chamber of Commerce. Partners Anderson Lloyd Lawyers, Lane Neave Lawyers and PwC provide the commercial, legal and financial advice, which is available on the website. Register with Collaborate Canterbury online www.collaboratecanterbury.org.nz
Growing Wellington By Melinda Collins
If you’re not growing, you’re actually falling behind. That’s the mandate Gerard Quinn is charged with as the new chief executive of Grow Wellington. The regional economic development agency, Grow Wellington was established to foster a strong and vibrant regional economy and assist its competitive edge. Chair of Grow Wellington Paul Mersi was pleased the organisation was able to secure someone of Quinn’s calibre to lead the team. “We received very strong levels of interest in the position. Gerard stood out for his unique and proven combination of strengths and skills. Together these make him an ideal leader of a re-oriented and revitalised Grow Wellington, maximising the value of Grow Wellington’s ratepayer funding. “Gerard brings energy, strong leadership, and a wealth of experience in the field of economic development. This is balanced by a strong intellect and Gerard’s fresh perspective that will be of enormous benefit to the Wellington region.” After an early career in aviation in New Zealand and Australia, Quinn’s most recent role was senior management at Canterbury Development Corporation, where he provided 12 | April/May 2013 www.wellingtontoday.co.nz
economic development leadership and developed strong community engagement throughout the 2010 and 2011 earthquakes and subsequent recovery. He also maintains a role as chair of the board of Creative HQ, the region’s high tech start-up incubator. “I am very excited about leading the Grow Wellington team at this time, and delivering on the Wellington Regional Strategy and the Destination Wellington programme,” Quinn says. “Wellington plays a significant role in growing NZ Inc and I’m looking forward to working with all the partners that will help drive and improve sustainable economic growth - businesses, local and regional councils, iwi, the community, tertiary institutions and central government - to help inspire innovation and attract talent, business and investment.” Grow Wellington works directly with businesses which have the desire to innovate, grow and to become globally competitive. Innovation and working towards building strong ecosystems underpins all of the organisation’s activities – it is the means by which it helps both create a strong and vibrant regional economy and make the Wellington region attractive to world markets.
Chamber changes In other local moves, the Wellington Employers’ Chamber of Commerce has a new president. John Milford replaces Richard Stone, who is stepping down after almost three years as president. Previously managing director of department store Kirkcaldie & Stains, Milford has extensive experience in the retail sector. He has headed “Kirks” since 2006, with 20 years’ retail management in the UK, general manager Australia for Repco, general manager-CEO of Pacific Retail Group, and general manager in the Farmers Trading Company. He was on the board
and chaired the Partnership Wellington Trust for five years, and has been on the board of Wellington Employers Chamber of Commerce (WECC) since 2009. Milford says he has his own ideas about how the city should progress, but first and foremost he is keen to see that ratepayers’ money gets spent wisely on projects that matter. “I’m keen for more transparency. Business appreciates that it has to contribute, but equally we want to know that our money is being spent on the things that will take the city forward. “Business contributes around 50 percent of the rates take, so we expect to have some influence on how it’s spent, and I’m keen to see that progress.”
Best business base By Melinda Collins
The recent announcement of two new companies setting up shop in the country’s capital is further proof the city is an increasingly attractive base for business, according to Wellington Employers’ Chamber of Commerce, chief executive Raewyn Bleakley. Contact Centres Australia selected the Wellington CBD to open their first New Zealand contact centre, creating about 100 local jobs by July and up to 200 within two years. Furthermore, international Swedish telecommunications company Ericcson has chosen to invest $15 million into a new cable ducting factory in Porirua, with the creation of 30 local jobs. “The year has been
kicked off in an extremely positive way,” Bleakley says. “This is a further reflection of the region’s ability to attract new and exciting businesses and that we have a lot to offer down here. “I have no doubt that in the case of Contact Centres, it was the city’s strong telecommunications infrastructure, highquality workforce and overall businessfriendly environment that made their choice easy.” Contact Centres Australia spent many months researching before deciding on Wellington with the help of Grow Wellington and the city clearly met their priorities. “They are a well-respected operator in Australia and will be a great addition to the city. Grow Wellington are to be applauded for their work on bringing them here.”
News | Tactics
Happy days Creating a healthy working environment By Davina Richards
Some things in the business world can be controlled, and other things cannot. But if there’s one area which requires attention, it is the importance of creating a good working environment so you’re getting the most out of your employees and the best out of your business. The working environment can significantly affect productivity in the workplace – aspects such as stress, bullying, favouritism, being underpaid, not being heard, not being appreciated, being overworked and even not being given enough work, are all factors in creating an unhappy working environment. Employees are the greatest asset to a thriving business; if you want reliable, trusted and loyal workers then attention to detail with a practical solution is the key. It is in the business owner’s/manager's best interest to look after its employees because as the saying goes, “Those at the top of the mountain didn’t fall there”.
Open environment Communication is the key to successful business and simply saying “hello” in the morning is a good start. If you are too work focused and employees are forced to work alongside each other in complete silence throughout the day, they will soon feel awkward, effectively creating an uncomfortable atmosphere leading to individuals feeling isolated and ignored. Ensure opinions and ideas can be expressed freely; workers need to know how important their role is in a business to make them feel like a valued member of the company. The office is a mix of personality and characters and somewhere in the bag there is insightfulness and an abundance of ideas. But if you can’t talk about them, potential ideas will lead nowhere; so unlock knowledge and share it among employees. Workers should be able to approach managers or senior staff members to talk openly about their problems, concerns, ask questions or seek advice with confidence. It is the employer’s responsibility to listen and take action to ensure the employee’s needs are met. 14 | April/May 2013 www.wellingtontoday.co.nz
Employees are the greatest asset to a
thriving business; if you want reliable, trusted and loyal workers then attention to detail with a practical solution is the key.
Likewise, if a problem arises between employer and employee, resolve issues by talking them through with that person directly. Whether it is a disagreement on a project, a lack of communication, blame, disrespect, conflicting concepts or goals, try not to bottle it up. Depending on the nature of the problem, try not to resolve issues through email – it’s not effective problem solving and most of the time is misinterpreted. You can’t read the tone of an email and many people assume the content adopts a negative tone – if in doubt pick up the phone, or talk about it face to face.
Growth and value Employees don’t just come into work to occupy desk space or achieve the ‘employee of the month’ award (though it’s a good start). They actively work to channel their skills, nurture creativity, individuality and challenge themselves. Employees who feel they can’t make personal development, breeds resentment, low self-esteem, stress and lack of enthusiasm, meaning they won’t feel committed and won’t hesitate to look elsewhere. Encourage individuals to take on more responsibilities to allow them to branch
out, think creatively and discover new abilities. Offering the opportunity to build on skills and learn new ones will show them you want them to be the best that they can be. Courses and training exercises will make them feel there’s a ladder of opportunity to climb.
The right balance There’s nothing worse than being in a job you either love (or loathe) and not being able to enjoy it. Allow workers to take pleasure in what they do, while still maintaining work activity. The balance of scales will ensure a healthy working environment. To reduce stress and tiredness, allow workers to engage in laughter and conversation among colleagues, and allow them to breathe in a bit of fresh air by going for short walks during break time. You’ll be amazed at how this can transform the whole environment from stressful and exhausted to productive and focused. Laughing and engaging in conversation now and again helps to break up the working day and avoid feeling like a zombie. For physical, mental and social benefits in the workplace, break a smile, laugh a little, allow interaction and in turn, discover a happy work place where everyone benefits, especially the business.
Quick tips to creating a better workplace • Keep lines of communication open – help to make employees feel valued in the team and take their ideas on board, even if they’re not the best you’ve ever heard. Be clear about problems or issues and never forget to listen • If you want faithful employees, let them know they have the opportunity to grow within the business • Be professional but enjoy the work you’re doing. Make sure workers enjoy coming in to work in order to achieve a productive and engaged work force • Flexibility, give and take, shows employees you are prepared to meet half way to help improve areas in the working environment. Find neutral ground to achieve the best out of employer and employee relationships • If you want to trust employees, expect nothing less than the best from them; flattery will make sure they don’t let you down • Appreciation – it can be as simple as picking up the phone to say “thanks for all your hard work this week” to giving a pay rise to those who have been loyal to the company and excelled in their work. Recognition will make workers feel valued, boost their moral and make them feel happy within the company.
Connecting New Zealanders to the world The twentieth century has been full of technological miracles; what was once science fiction has become a reality. It would not have been much more than two decades ago that the words, Google, broadband and Facebook, did not exist. But as technology advanced, more and more things have cropped up in the cyber world – information can be found in the blink of an eye and data can be stored in the “cloud”. Today you can see and talk to a person living across the other side of the world; you can even do your groceries with a plastic card through your computer.
From here to there For Kiwis today, this range of technological innovation is only accessible thanks to the Southern Cross Cables Network; a network made up of almost 30,500 kilometres of cable, including 28,900 kilometres of submarine cable.
It is these cables that link New Zealand, Australia, Fiji, Hawaii and the US mainland in a giant ring, with another cable linking the two landing stations in Hawaii; creating a network of cables in the shape of a figure eight.
be available by the much lower capacity Southern Cross quick satellite and the Tasman Two. This would severely affect other aspects such as • Construction began: 1998 banking and finance that are reliant on • Construction finished:2000 overseas connectivity.” • First traffic: 2000
Through these fast, high capacity fibre optic cables, New Zealanders are able to connect speedily and regularly to the world wide web. This complex network of pipes connects New Zealanders to a range of online information and services such as YouTube videos, email, Google, Facebook, Twitter and even role-playing games such as the ever-popular World of Warcraft.
An ever expanding network
• Built by: Alcatel-Lucent/Fujitsu
Construction of the Southern Cross network first began in March 1998 and was fully completed on February 28, 2001, costing $1.3b (USD). Since its creation the network capacity has undergone a number of major upgrades and expansions from the original 20Gbps in November, 2000. The current expansion will increase the total network capacity to two terabits per second from December, 2012.
• Area Served: South Pacific
Southern Cross’ director of sales and marketing, Ross Pfeffer points out that without this network of cables “broadband internet in New Zealand would not exist”.
And Ross says the future will only hold more expansions and improvements of the network. “Southern Cross will continue to upgrade and expand its “Southern Cross is the only way New capacity as demand increases and will Zealanders get access to offshore take advantage of new technology content. While satellite and an older efficiencies as they arise. This ensures fibre cable, the Tasman Two, exists, the that there is more sufficient capacity capacity limitations make them unviable to meet New Zealand and Australia’s as a reasonable alternative,” he says. demand growth for the “Without Southern Cross, internet in considerable future.” New Zealand would be severely limited; access to offshore content would only
• Owners: 50 per cent owned by Telecom New Zealand, 40 percent by Singtel and 10 percent by Verizon business.
Southern Cross Cables For information about Southern Cross product options and what will work best for your organisation contact: Southern Cross Cables Ross Pfeffer Director Sales and Marketing T (04) 496 3248, (04) 499 7232 www.southerncrosscables.com
News I Ideas
Dare to dream By Karen Pasco
Some may call him a business evangelist, some may describe him as a visionary – in fact what Michael E. Gerber is, is a man who had a dream - a dream to help others in their businesses and in their lives. Now he is living his dream and passing it on to others so they can live theirs too. Throughout our lifetime we are constantly told “be careful”, “don’t do that you might hurt yourself”, “don’t fail”. Although the intentions are that parents, teachers, caregivers and any adult that may be involved in the upbringing of a child are trying to protect that person; what’s actually happening is that child is being conditioned and becomes afraid of trying new things, developing ideas or following their dreams.
Often people create a business so they become their own boss and what they don’t realise in doing so, they are often a technician within that business who is fully able to understand the work they do, but has not necessarily developed the qualities needed to operate it successfully, he says.
“This kills our creativity,” Gerber says. “What we need to do is go back to the childlike mentality when we were not afraid to try; we were confident and had dreams than seemed unimaginable.”
“What entrepreneurs do is create businesses that aren’t about providing themselves with a job. Their sole purpose is to create a product or service that will have meaning for its customers – something that will change someone’s life for the better. What people find is they may have got rid of the boss and now they’re working for a lunatic – themselves.”
Successful entrepreneurs have shown they do not let their minds get bogged down by such negativity; instead they look at how they can make something work. Gerber believes there is an entrepreneur in every man and woman and believes the reason many small businesses fail is because people don’t think big enough.
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“Entrepreneurs invent businesses that work without them - technicians invent businesses that work because of them.
To be successful every person needs to develop the four qualities of an entrepreneur the dreamer (what), thinker (how), storyteller (who and why) and the leader (tactical how), and it is these four qualities that make an entrepreneur, he says. So Gerber has developed The Dreaming Room™, a 12-week programme that encourages people who are in business, who want to start a business, or who are struggling with what they want to do with their lives; those who are simply stuck. During this time, participants unlock the doors and knock down barriers that have been built up, to develop their true dream and awaken the entrepreneur within.
What entrepreneurs do is create businesses that aren’t about providing themselves with a job. Their sole purpose is to create a product or service that will have meaning for its customers – that will change someone’s life for the better. – Author and entrepreneur Michael Gerber
was asked by a friend, who owned a small advertising agency, to visit a client who was struggling with converting the leads he was getting as a result of his marketing, into sales. “I didn’t know anything about the business except that it was high tech. What I found was that Bob (the owner) didn’t realise that selling was a system. I constantly challenged Bob and invented a system he could use effectively. It was a scripted process. What needs to happen is you need to invent that process. You can bring a relative novice in to a company and get them to sell.
Although The Dreaming Room process is standardised, what is not are the results, he says. “Every single one of them will have a different dream. It can be emotional and terrifying at times but the results are miraculous. But just because it is an emotional “The system was a solution. You can do the process doesn’t mean that it’s an excuse not same with a management system, marketing to do it.” system or any type of system you require in your business.” Gerber’s track record in providing business owners with skills and processes that see their That was how he got into the business of businesses succeed is possibly unrivalled. fixing broken businesses. What led from there But it didn’t start out that way. Gerber was a contractor who had himself suffered an entrepreneurial seizure. In the 1970s he
was extraordinary. He created an empire writing business coaching books including The E-Myth and The E-Myth Revisited which
have sold millions of copies throughout the world. His companies have assisted tens of thousands of small business owner-clients around the globe and at 76 there are no signs of him slowing down. “I never get sick of it, I could never get tired of it – because it empowers people to fulfil their potential by improving the world they live in. Each and every one of us can produce a result for this world they live in, a result which is uniquely their own.” He is the true testament that if you develop the skills of an entrepreneur, you can succeed. If you continue to work in your business rather than on it – you won’t. The Dreaming Room is soon to be launched in New Zealand where participants can unlock their aspirations and develop their entrepreneurial qualities by awakening the entrepreneur within. To find out more visit www.michaelegerbercompanies.com
News | Trends
Virtual companies Growing a retail business with no shop frontage As online trading claims a bigger share of the consumer spend, few New Zealand businesses are well positioned to take advantage of the enormous sales potential offered by having an effective online presence. The annual MYOB Business Insights survey shows that only 34 percent of New Zealand businesses have a website and of those, only 20 percent use e-commerce, yet 80 percent of Kiwis search online before making a purchase. There is enormous potential in creating a website to service a rapidly growing market however, success online involves more than creating a website and sitting back and waiting for the orders to flow in. Sabre Signs managing director Colin Francois is acutely aware of the benefits of creating a successful website – and of the need to ensure the site is responsive to ever changing clients’ demands. His online business model was initially driven by a need to retain market share in a competitive business. However, in the post-quake Canterbury environment – where the passing trade customers were unable to enter his red zone business location – having a successful website has ensured his company’s survival and growth. Francois has sage advice for anyone considering retail. “Embrace technology. Improvements are leapfrogging and the world changes all the time - consumers are changing all the time. People who believe you need a shop to set up a retail store are deluding themselves.”
Francois concedes enormous time and resources were involved in getting his website operational – he manages the back end design – but the effort has ensured the Trade Me affiliation has continued and has enhanced his company’s reputation as a leading national sign and display supplier. Ongoing investment in the latest equipment - including faster, wide format printers that scan and print on a variety of substrates - has ensured Sabre can provide a one stop sign service and this has attracted custom from other print companies, sign writers and the private market. “We get lots of special requests. We monitor this and can test the market very quickly. If it works we expand, if not, we take it off.” He cites the trend for companies requiring pull up promotional banners. “When we noticed a growing demand for display signs, we put that on our front page. They are now a big seller. Customers wanted some loyalty benefits, so we included AA Smartfuel as a way of rewarding our online customers.”
There is enormous potential in creating a website to service a rapidly growing market however, success online involves more than creating a website and sitting back and waiting for the orders to flow in.
Providing trade and site safety specific signs for the Canterbury rebuild is another example of responding rapidly to changing customer demand via an online portal. “The earthquake resulted in a loss of some of our customers, but it also created enormous opportunity. We created online templates for trade signage and that business has really grown as the rebuild has got underway.”
Top tips for maintaining an effective website • Invest in search engine optimisation – ensure that your website is the ‘Go To’ website when potential clients go online. Spend money and time to ensure you reap all the potential benefits of online trading
• Know your market – know what your customers want and be prepared to In 2005 when Francois purchased Sabre Signs, provide it. Add, delete or amend 80 percent of the business was screen printing products in response to sales statistics and signs. Now screen printing accounts for a customer requests much smaller percentage of the business and 80 percent of the printing is done digitally. • Ensure you are customer focused – be Adapting the business to stay competitive responsive, reliable and reactive. Monitor and responsive to the market has involved website sales closely and work alongside major investment in technology; both on clients to satisfy changing demands the company floor and in establishing and • Enhance the customer experience – ensure administering the company’s website. the website is easy to navigate. Add products where this is likely to provide “Our attitude has always been to determine benefits and make the shopping experience what the customer wants and then to do more customer orientated it,” Francois says. A close association with Trade Me has been invaluable in ensuring a • Know what people are buying and how web presence that maximises online trading much they are prepared to pay. Prices and opportunities. Sabre has a link via Trade product availability can change in a flash – Me property and a variety of ‘for sale’ sign adapt quickly when market share has the templates provide a quick and stress-free potential to drop or increase dramatically. option for sellers to have a customised sign, To find out more about Sabre Signs visit delivered to their door, within 36 hours of www.sabresigns.co.nz placing the order. www.wellingtontoday.co.nz April/May 2013 | 17
News | Cover Story
Image by Karen Ishiguro
Aaradhna’s Awakening By Davina Richards
Losing your passion for music must be crushing for any performer, but for Kiwi artist Aaradhna it really hit hard when she tried to break into America and almost gave up on music entirely. Now, she stands with a smile on her face and a glint in her eye as she moves forward to realise her dream. Signed to Frequency Media Group and Dawn Raid Entertainment, Aaradhna’s catchy single ‘Wake Up’ was exactly that; a wake up call to herself in an attempt to prompt herself to get up, get out and get on with life. Much to her surprise the song went platinum and peaked at number one in New Zealand and topped the US R&B/Soul iTunes chart. In February she signed a multi-album deal with US music label Republic Records, following in the same footsteps such as famous artists Amy Winehouse, Florence + The Machine, Gotye and Nicki Manaj, who have signed to the same label. With an international tour up her sleeve Aaradhna is taking on the world in a little big way.
Before the beginning Aaradhna – real name Aaradhna Jayantilal Patel – was born and raised in New Zealand’s arts and cultural capital of Wellington and is one of five siblings; two brothers and two sisters. She has been writing music and singing songs since she was 11 and looked up to her parent’s musical inclinations during childhood. She would often join her Indian father to watch Bollywood movies and watch him perform at festivals and would sing along with her mother when she sang traditional Samoan gospel songs at church. 18 | April/May 2013 www.wellingtontoday.co.nz
She studied at Poirirua College where she joined a choir. However, she formed her own band Lovera when her rebellious side surfaced and she was effectively kicked out. “I got kicked out because I didn’t listen to what the choir teacher said. My five other friends and I formed a girl group at school called Lovera - singing all day, every day, to the point where we would skip some classes, find a hidden spot, gather round and sing our favourite songs, or songs that we wrote together.” With her upbringing overflowing with the sound of music, it’s no surprise Aaradhna bounced on to the music scene.
Rewind the times Turning back a page in musical history of this soulful songstress, Aaradhna was in her early 20s when she was signed to New Zealand hip-hop label Dawn Raid. She featured on Adeaze’s number one single Getting Stronger, as well as songs by Savage, David Dallas and P-Money. She appeared on local film soundtracks and released a debut solo album I Love You in 2006. She achieved musical acclaim with her R&B hit singles such as I Love You Too and Downtime. Then on Valentine’s Day, 2008 released her second album Sweet Soul Music.
Susceptible to negative comments, Aaradhna was musically bruised and simply admitted defeat. “I just didn’t want to do it anymore” – a tough statement to make when you know nothing but music.
With two albums in tow, she jetted off t o make a name for herself in America. But after a gruelling four months of constant performing, was left completely deflated. And to top it off, Dawn Raid went in to receivership.
Susceptible to negative comments, Aaradhna was musically bruised and simply admitted defeat. “I just didn’t want to do it anymore” – a tough statement to make when you know nothing but music.
All grown up In the years that followed, Aaradhna fell into a spell of depression. Hopeless, numb, suffering from insomnia and struggling to even get out of bed, she decided to join her partner Leon Henry, who plays for the Breakers, in Romania. With so much spare time on her hands to muse, it naturally caused her to reunite pen and paper once again. Slowly but surely she was able to peel away the layers of negative energy that had consumed her for so long. Now aged 29, Aaradhna has been doing some growing up since we last heard of her. The extended time away from the industry induced change and she now adopts a completely new outlook on life, viewing herself and the world in a more positive light. She is now focused on her music and doing what she has to do to move forward. Her dark phase just a distant memory as her innate, artistic side has pierced through the worst of times and brought us the best of Aaradhna.
News | Cover Story
I managed to catch up with Aaradhna at The Groynes in Christchurch where she joined iconic artists OPSHOP, aussie singer/ songwriter chick Missy Higgins and platinum selling solo artist Che-Fu at the More FM Summer Vineyard Tour 2013. I sat waiting at the Rosebank Winery where the sun shone down highlighting the beautiful garden setting. Aaradhna arrives late due to the road works which Christchurch is of course so familiar with. But as soon as she walks round the corner and acknowledges our arrangement, she wastes no time to shake my hand with a pleasant smile, a big ‘hello’ and sits herself down across the table. She is relaxed and at ease as she tells me about her hiatus from the industry and where her head is at now. “At the time I just didn’t want to do it anymore, but then I spent eight months in Romania in 2008 with my partner – which was long for me. It gave me the time to explore musically. “I’ve had a lot of time to look through heaps of artists I didn’t know about before. I’ve just had more time and less stress. I had all the time in the world to do whatever; listen to music, write music and just not think too hard about things,” Aaradhna says. “Halfway though my stay it was when I opened up my YouTube page with a random name, which was a non-serious page, I just put little snippets of what I was writing at the time and I noticed a lot of people checking in, seeing what I was up to and asking when am I going to make new music. So that gave me the fire to do it again.
Halfway though my stay it was when I opened up my YouTube page with a random name, which was a non-serious page, I just put little snippets of what I was writing at the time and I noticed a lot of people checking in, seeing what I was up to and asking when am I going to make new music. So that gave me the fire to do it again.
“I came back to New Zealand in 2009. When I got back that’s when I bought an actual recording programme and started writing more music. It was in 2010 that I asked Andy Murnane (manager) if we could start working on music again. But he wanted me to make sure I was in the right headspace and told me to keep writing and come back to me when you know you’re fully ready. “It was the end of 2010 that I had my set, the album I created and all these other songs. So I gave it to them and they loved it but they were like ‘how are we going to produce this and get this out?’ P-Money heard the songs and wanted to help out on the album and Treble & Reverb was finished in 2011.” Unquestionably Aaradhna has no problem vocalising and structuring her songs - she can sing, but admits she can’t play an instrument. So when it comes to the process of transferring a tune in her mind into a tangible
track in the studio, she filters her musical concepts through her brothers who can all play instruments; a process going a long way in creating her new album Treble & Reverb. “At home I had all the ideas and luckily all of my brothers play instruments and I can’t unfortunately. So I would try and hum them the melody and I was lucky enough to have them understand my ideas and I just recorded what they played.” When well prepared, she describes her rehearsals as “creative, productive and fun”.
and 50s doo-wop sounds and harmonies. Completing her album is a dash of R&B, an influence which anchored her previous two albums. With inspiration from groups such as Rosie and the Originals, Little Anthony and the Imperials, and modern artists such as the late Amy Winehouse, her new album is strong, feminine and lyrically driven with notable tracks such as Wake Up, Lorena Bobbitt and Miss Lovely. It’s clear Aaradhna has got her rhythm back. Fans and loyal supporters can expect to find a similar style of music in her forthcoming album. “I’m already writing for my next album… I’ve always stayed writing.” She’s come full circle to once again enjoying doing what she loves the most and what has to do done to secure her dream. “I’m really happy to do it again because it’s these moments, doing tours like this that just remind me of the times back when I thought I wasn’t going to go anywhere. I’m just really grateful for this time right now.” As the interview comes to an end, Aaradhna is more than happy to pose for a photograph and sign an autograph. With a hug goodbye and another big smile, she heads off backstage to get ready for her performance. As I leave the area, I hear her strong vocals echo through the green room behind me… Aaradhna is back.
“I always write the title first, then from there I’ll have a melody and a line and it just goes together. I don’t like to force it out because then it’ll always sound rubbish, so I try to let it write itself.” Her new attitude, along with a collection of catchy tunes christened with her own blend of “retro-metro” is her own fresh spin of 40s
Image by Karen Ishiguro
www.wellingtontoday.co.nz April/May 2013 | 19
News | Q&A
Inside innovation Not only is Ian Taylor the founder of one of New Zealand’s most innovative multimedia companies, but he just happened to revolutionise the way the world watches sport with the development of real time 3D graphics for the America’s Cup. But that’s not the only reason we wanted to talk innovation with him.
He shot to fame in the computing world when ARL provided revolutionary real time 3D sports graphics at the 1992 America’s Cup. The company has gone on to expand this technology into a range of global sports, including golf, cricket, tennis and Formula One.
Knowledge has always been at the core of successful economies. It was knowledge that created the first refrigerated shipping. We are just dealing with a new level of knowledge and a new way of delivering it. I have every confidence that if we don’t take full advantage of that, our kids will. How big an issue is the lack of start-up funding in terms of turning bright ideas into a business reality in New Zealand? That’s not really something I can comment on. I have always worried about taking other people’s money to chase my personal dreams. Perhaps one day I will have an idea that is strong enough to warrant that investment from strangers.
Martin Johnson, the former England rugby captain, receives instruction from Paul McGinley and Scott Drummond during a session on the Taylormade MATTsystem during a golf lesson
Martin Johnson, the former England rugby captain, looks at his swing on a monitor during a session on the Taylormade MATTsystem during a golf lesson
Besides sports, the company has contributed computer animation to television shows both You’ve taken some big risks in business, within New Zealand and overseas including: Kiwi documentary series Human Potential, the how important is risk taking to success? BBC’s Inventions That Changed the World, and That’s interesting because I don’t ever think National Geographic’s Mega Disasters. in terms of risk. I have never done a risk assessment on anything I have done. Equally, A lot of Kiwis think we are tucked away in I have never done anything that I didn’t feel the corner of the South Pacific, so we can’t excited and passionate about. Even when compete on an international stage, what things have turned bad, like our excursion into do you say to this? Indian cricket, I had no regrets. We achieved everything we set out to achieve. We just We should look on it as a strength. Sir Ernest happened to get shafted on the way. Rutherford is quoted as saying “We didn’t have the money – so we had to think.” That could just as easily be “We are tucked away in How much of an issue is tall poppy syndrome in this country? the corner of the South Pacific – so we have to think.” We can, and do, provide a I think it is overrated. Personally I find Kiwis special brand of thinking that is valued are genuinely proud of what we have done as around the world. a little company and it gives me great comfort to know that they care. Why is technological innovation so important? Your animation has been a huge hit in the I like the description of innovation as sporting world - where else do you see its “doing something better today than we did potential? it yesterday.” In that context it applies to We do sport because we love it. But we also everything we do – not just technology. We build air traffic control simulators, do city are wrong to think that technology is the only visualisation and planning, we work for one place that innovation takes place. of the largest mining companies in the world visualising natural catastrophe data, we built You’ve said in New Zealand people talk the the training simulator for one of the world’s talk about ingenuity and innovation, but leading F1 Race teams. There are lots of other nobody walks the walk, tell us about that? things we do – but again, the motivation is doing things we like. The government has recently announced changes to its procurement process. That’s the talk. We will know that they are walking What do you see in the future for digital the walk when more small, innovative New technology? Zealand companies start consistently winning It’s unlimited. I was brought up in a house government contracts. without electricity. I thought turning the light on with a flick of a switch was amazing. I So the notion of us becoming a knowledge have given up being surprised by the changes economy is really just a pipe dream? technology has brought to our lives. The big challenge is making sure that technology No, but I think we need to understand that the knowledge economy isn’t new. serves us, not the other way around. 22 | April/May 2013 www.wellingtontoday.co.nz
In 1992, in a world first, America’s Cup boats were tracked in real time off the coast of San Diego using Taylor’s software and it has been an essential component of every America’s Cup since. In 2000 he developed another world first – real 3D graphics of a sporting event, delivered to the world online. Photo by Sergio Dionisio
After 20 years with TVNZ, Ian went on to establish three successful technology businesses in Dunedin; multimedia company Taylormade Media, computer animation company Animation Research Ltd (ARL), and specialist online booking company BookIt.
News | Learnings
Laying down the law Navigating the employment law minefield Employment bungles can result in costly fines, unwanted media coverage and stress. Employment law expert and partner at Chen Palmer law firm, Susan Hornsby-Geluk explains the common errors SME owners make, and importantly what can be done to prevent finding themselves on the wrong side of the law.
What are the most common mistakes SME owners make when it comes to employment law? The most common issues I see are around process. Employers without a dedicated HR function are often unaware that the law requires them to follow certain processes, particularly when it comes to disciplining employees or conducting restructures. A failure to follow these procedures can result in personal grievances, and unfortunately ignorance of the law is no defence.
What processes can SME owners put in place so that staff are aware of expectations? The key building block is a legally compliant employment agreement and a good job description. If you don’t have these you’re in breach of the law. You can include a 90 day grievance-free trial period which can be an effective tool for a smaller employer. The second thing is to have a good code of conduct that sets out your expectations clearly and concisely. All employees should be required to sign off that they have been provided with a copy of the code of conduct and understand its terms, so they cannot claim that they were unaware of their employer’s expectations later. The last, and most important thing, is to communicate with your people. I find that employers often shy away from having difficult conversations with employees and let minor inappropriate behaviours continue. Problems then compound because the employee hasn’t been told that their behaviour is inappropriate, until it reaches a point where the employer can’t tolerate them any longer. And that’s when things can go badly wrong.
What risk do SME owners take if they take no action when an HR problem is brought to their attention? They’re going to face lost productivity, reduced engagement amongst staff, and they 24 | April/May 2013 www.wellingtontoday.co.nz
may also lose the opportunity to nip the issue in the bud. If matters are allowed to fester, they inevitably escalate and may reach the point of no return when, if they had been addressed early, they may have been able to be resolved. The worst case scenario is that employers face a personal grievance, which can potentially cost hundreds of thousands of dollars, unwanted publicity, not to mention hours of management time.
What rights do employers have if employees are not complying with boss’s instructions? Provided that the employer’s instruction is both lawful and reasonable, and the employee clearly knows what’s required of them and is still choosing not to do it, then the employer has the right to commence disciplinary action. Following a fair process, this could ultimately result in the dismissal of the employee. However, the process is important and the employer does need to listen to what the employee is saying and why they’re not following the instruction.
What steps should you take if you want to suspend and later dismiss an employee? It is actually a more complex process than you would think. As a bare minimum, to discipline an employee you need to: • Investigate the allegations thoroughly • Advise the employee of the specific allegations they’re facing, the possible consequences and the right to be represented • Give them an opportunity to provide their explanations and responses in front of a decision maker who is free from bias and predetermination • Give them an opportunity to be heard on the proposed course of action. Best practice is to record all of this in writing as you go. To lawfully suspend an employee, generally you need a specific provision in the
failure to follow these procedures can result in personal grievances, and unfortunately ignorance of the law is no defence. - Chen Palmer parter, Susan Hornsby-Geluk
employment agreement allowing this. You are required to consult with the employee before making any decision to suspend, and should give the employee an opportunity to seek advice before they provide their feedback. Suspension is an area where employers often get the process wrong, so the best advice is to seek help early on. As a starter for ten, many employers assume that if they send an employee home, but continue to pay them, they are simply on special paid leave rather than suspended. In reality there is no difference, and if an employee is required to remain away from the workplace – without their consent – this is a suspension.
What are the key points to remember regarding the 90-day employment trial period? Make sure you have a legally compliant clause drafted into your written employment agreement for a start. There have been cases even recently where an employer has sought to rely on a non-compliant trial period, only to find they’ve left crucial wording out.
Secondly, make sure that the prospective employee signs the employment agreement well before they commence employment. The trial period won’t take effect if the employee signed the agreement after they’ve already started work, even if it’s five minutes into their first day. Lastly, if you’re dismissing an employee during the trial period, make sure you do so before the end of the 90th day. And if the employee asks, you should give them reasons for their dismissal. Ideally the employee should not be surprised by your decision.
How can employers prevent themselves from getting into legal wrangles? The best thing to do is to take advice when you’re setting up your business from someone who specialises in this area. Getting good employment agreements and policies in place will lay a solid foundation. Taking courses about employment obligations can also be a good idea. Lastly, if you think things could possibly go bad or you are not sure about what to do, take advice early. A few dollars spent now can save you thousands later.
News | Business Tips
What business leaders can learn from private equity firms By Stephen Lynch
The best performing private equity firms have valuable lessons to teach business leaders. Here is our take on an article from Booz & Co. Cash is king When private equity (PE) firms acquire a company, they typically use debt to finance the purchase. This creates an urgency to optimise cashflow to repay the debt. They tightly manage accounts receivables, optimise inventories, and scrutinise all discretionary expenses. Likewise, business leaders should scrutinise every expense in their business. Is it “must have” (required to keep the lights on), “smart to have” (creates a future strategic advantage), or “nice to have” (everything else)? The next step is to eliminate the “nice to have” expenses.
Long term value creation
in long term value creation. In order to exit their investment they need to convince a new buyer that they have positioned the company for future growth and profitability. Likewise, business leaders need to assess the growth and profitability of each of their product and service lines. Which offerings are the most profitable? Which offerings have the most potential for future growth? What activities will be considered core vs. noncore? Continually “prune the rose bush” and focus your resources only on activities where the company can create a long term sustainable strategic advantage.
Get it done
Time is money. In the first 100 days of ownership, private equity firms have Long term value creation means going beyond little appetite for socialisation and consensus financial engineering and cost cutting. How building. They feel a sense of urgency should resources be allocated to maximise and rapidly make strategic decisions to future returns? implement change. This usually means exiting entire lines of Business leaders can learn a lot from business that have limited future growth potential. After eliminating non-core activities, the private equity firm’s need for speed. private equity firms can then afford to invest Consensus is nice, but waiting too long to
implement strategic changes can carry a heavy penalty.
Build the right team PE firms know that strong, effective leadership is critical to the success of their investment. Sometimes they invest in a company based on the strength of its management talent. Otherwise they will act swiftly to put the right management team in place. They continually assess top and middle managers and quickly remove or replace low performers.
Pay for performance PE firms pay modest base salaries, but add variable remuneration based on company and individual performance. Managers share
in the upside and the downside. PE firms will reduce or even eliminate bonus payments if the company fails to achieve its targets. Top managers are given real “skin in the game” in the form of equity in the company. Because this equity is essentially illiquid until the PE firm sells the company, it aligns their long term interests and reduces any temptation by managers to manipulate short term performance.
Make performance visible PE firms pay rigorous attention to a select set of key performance indicators. They use business execution software to make the data visible, and to keep the managers focused on the most important things they need to achieve to move the business forward.
www.wellingtontoday.co.nz April/May 2013 | 25
News | Lifestyles
By Davina Richards
Smart and simple
Puzzleboard How do I put this… it’s just genius. This item has simply captured a concept everyone can appreciate – a creative way of being able to enjoy food and wine, as well as being able to greet guests with a free hand when at a party. The Puzzleboard can be used as a cutting board or serving plate. Slot more than one together and you can expand your space. What tops off this design is that any wine glass can simply be fitted in to the blank spot of the board. RRP: $44.95 Available from: www.notsocks.co.nz
Gibbston Valley China Terrace Pinot Noir 2010
Rated five stars for the second consecutive year in Cuisine Magazine, Gibbston Valley winery has produced yet another must have red. This medium toned pinot noir has a sweetly floral lift with a layering of red fruit, leather and five spices. It is elegant with lovely clarity and consistency. A unique balanced taste and will keep for eight to 10 years. RRP: $55.00 (Regular) Available from: www.gibbstonvalleynz.com
Davone/Eames Grande speakers These distinctively designed Davone/Eames Grande speakers have certainly been created with style in mind, but they absolutely deliver in the quality stakes also. The laminated walnut colour and distinctively shaped body provides a modern retro elegance suitable for both traditional and modern homes. It’s a high end speaker delivering quality sound that also works as a stylish piece of furniture. Wherever you decide to place it, it will certainly maintain the gaze of many who walk in the room.
RRP: $24,995 Available from: www.audioreference.co.nz
1.5L Ice Cream maker No matter what time of year, you just can’t beat ice cream – especially if it’s your own special recipe. In just 20 minutes or less you can make your own ice cream, frozen yogurt, sherbet and sorbet. Mix your own flavours to make the ultimate dessert – there’s nothing like your own brand. RRP: $169 Available from: www.thecookshop.co.nz
Gold plated staples This case of 14 carat gold plated staples has more function than you might expect. The first being, of course, simply using them in your average stapler, so you can pimp up your paperwork. Or, you could put some excitement into your clothing and get creative. The luxury staples were intended primarily as a form of jewellery and you can apply them wherever you like just by using your ordinary stapler - boom. RRP: $91 Available from: www.oooms.nl
26 | April/May 2013 www.wellingtontoday.co.nz
News | Lifestyles
Lifestyles By Davina Richards
Ready, set, go pro
Go Pro HERO3 Whether it’s skydiving, skiing, base jumping, surfing, biking, diving or driving, the Go Pro will playback all your favourite moments. The latest edition, the HERO3, is a small, tough, waterproof HD camera. It has been redesigned to be compact, lighter and records with a 12 megapixel sensor which allows the shooting of larger images. It has inbuilt Wi-Fi with remote control, flat lens, optional touch screen, and uses micro SD cards. RRP: $629.99 Available from: www.racetech.co.nz or www.gopro.com
Boconcept cushions This contemporary striped design is the perfect accessory to enhance any contemporary furniture needing a stylish finish. If you want to make any setting stand out, Boconcept has a superb range of products, as well as design tips to help you transform any room and is available in dark grey and in different sizes. RRP: $79 Available from: www.boconcept.co.nz
Floor to ceiling
Origami no.1 Floor Lamp Designed for a room with a standard ceiling height, this simple lampshade radiates natural lighting to help create or enhance mood. Made from Japanese laminated washi paper, its sharp and stylish folded design is instantly eye catching. Its structure includes fibreglass and has a dimmer switch, allowing you to lift or lower the amount of light to fit the tone of any room. This unique floor lamp will turn any room in to a piece of art.
RRP: $451 Available from: www.etsy.com Shop link: www.etsy.com/shop/narcislight
Coffee lovers’ carry case
Objectify Tota Coffee Carrier Deluxe Forget coffee spits and drips as you try to stay balanced on the walk back to the office. Coffee lovers can now use the coffee carrier which is made from hard wearing 100 percent merino woollen felt. You can carry up to eight cups with two units in both hands, both large and small cups and includes the appropriate slots for sugar sachets and stirrers. It’s simple, stylish, hard wearing, rolls up for easy storage and serves great purpose for those coffee runs.
RRP: $30 Available from: www.vanilladesignstore.com
Because you’re worth it
All-In-One BB Cream
Finding the right makeup which suits your skin tone can be problematic, but the new All-In-One BB Cream is the makeup you’ll ever want or need. Once applied the cream transforms from a white cream to a burst of colour which adapts to your skin tone, leaving a natural, even and barely there finish. It doesn’t clog your pores and hydrates your skin – it's makeup and skin care all in one. RPP: $39 Available from: www.thebodyshop.co.nz www.wellingtontoday.co.nz April/May 2013 | 27
Focus | The Campaign for Wool
The Campaign for Wool is a global community of sheep farmers, retailers, designers, manufacturers and consumers united by one of the world’s most influential farmers – His Royal Highness, the Prince of Wales. As a farmer himself, Prince Charles was alarmed by news that it would often cost more for a farmer to shear a sheep than they would be paid for the wool. Accompanied by the startling fact that sheep had been purposely bred not to require shearing, grotesquely called the ‘easy care’, he organised an urgent meeting with manufacturers, retailers and growers to ascertain the underlying issue.
Why choose wool?
The result was The Campaign for Wool. Founded in 2010, it represents a global initiative to re-educate the consumer on the incomparable qualities of wool.
The acclimatising qualities of the fabric mean it can adapt to any environment, keeping you cool in warm weather and warm in cooler temperatures. Perfect as an insulator and a sound proofer, the list of benefits greatly outweighs those of imposter materials claiming to be superior to the fleece.
His Royal Highness addressed The Campaign for Wool launch in New Zealand saying, “We have been ignoring natural products in favour of cheaper, man made alternatives, yet it’s clear to see nature has the edge. For example, wool is naturally flame retardant to some 600 degrees - that’s something to consider when carpeting your home.” Prince Charles' concerns resonated throughout the farming community and further afield as momentum for The Campaign for Wool continues to escalate. In its maiden year the campaign made headlines in Britain as sheep grazed on Saville Row in Mayfair, London and dyed yellow sheep were herded through high end retailer Selfridges & Co’s store (whose brand colours are vibrant yellow). With the patronage of the Prince of Wales and the backing of a huge number of global manufacturers, retailers, designers, trade organisations and hopefully soon the lost consumer, wool will be resurrected as the super fibre it has been since the first discovery of the fleece in 5000 BC.
Every year sheep produce a new fleece making it a renewable and sustainable source direct from Mother Nature herself and as a fabric, it is extremely versatile. A natural elasticity makes it ideal for use in the fashion industry and its fire retardant qualities have been championed by the New Zealand Fire Services as being less hazardous in the home than artificial, man made alternatives.
The Campaign for Wool’s New Zealand representative, Stephen Fookes says, “Consumers, at all levels, from high end fashion to interior textiles, to industrial filtration, to medical treatment, to cosmetics, to providing better and safer environment for all generations, are now getting the opportunity to be part of the global wool renaissance”. While The Campaign for Wool promotes wool as a conscious, quality choice for the consumer, it also represents the support of a primary industry that has been historically integral to New Zealand’s economy and national identity. Worldwide recognition of the natural prowess of wool is the aim of The Campaign for Wool and it may take time to re-educate a generation of consumers who have been bombarded with the unethical procedures of many manufacturers producing alternatives for a minimum, yet selling at a premium. With low prices comes a chain of responsibility akin to the fast food market – quality is sacrificed, but produce is glorified through big budget advertising. Quality is a premium and always will be and wool is that premium and worth the investment. For example, when using wool in the home consider its adaptability – with a unique cell structure, wool works in harmony with its environment, enabling it to breathe and absorb moisture, thus reducing humidity levels and acting as a hypoallergenic. The high nitrogen and water content make it an extremely hard fibre to ignite and its unique structure also repels soiling. While remaining strong and durable, wool is also incredibly tactile; naturally soft and plush to the touch. The Campaign for Wool intends to reignite the world consumer’s love affair with wool via the influential medium of re-education. The pivotal word in the campaign seems to be ‘re-educate’ and many amazing facts will be covered in this section, but for further learning about the magic of fleece – visit The Campaign for Wool websites – www.campaignforwool. org or www.campaignforwool.co.nz Look out for the campaign logo and abide by the catchy slogan; ‘Give Fleece a Chance’. After all, wool has to be pretty good – sheep have been wearing it for years!
28 | April/May 2013 www.wellingtontoday.co.nz
Cavalier WoolsCourers proud suppor ters of The
Campaign For Wool
Cavalier Woolscourers is the first company anywhere in the world to be licensed under the Environmental Choice EC47 specification. Cavalier Woolscourers Ltd has two main scouring sites located in the geographical heart of New Zealand’s wool growing regions. Hawkes Bay Woolscourers is located in Napier and Canterbury Woolscourers is located in Timaru. Cavalier Woolscourers Ltd is the largest woolscouring company in the world by volume. They operate highly advanced woolscouring sites and are classed as world leaders in their field. Each of the Cavalier sites has the capacity to wash in excess of one million kilograms of greasy wool each week which equates to annual wool clip from 365,000 sheep each week. The company is a commission woolscourer and scours wool for 90 percent of New Zealand’s wool exporters. Having an accreditation such as the EC47 licence has formalised and validated the continuous improvement development path that we were already on. While our local customers here in New Zealand know what we
are achieving, having an internationally recognizable accreditation will give our international customers the confidence that their wool is being washed to the best international standards,” says CEO Nigel Hales. Cavalier Woolscourers offers specialty scouring services, with a one bale minimum lot size, they are regularly scouring Merino, Alpaca , Drysdale and Mohair fibre. They also have processed the finest bale of Merino fleece grown in New Zealand. Passionate about New Zealand Wool, The Cavalier Woolscourers team are ready to process your wool to your exacting requirements. Visit their website at : www.cavalierwoolscourers.co.nz
Focus | The Campaign for Wool
Liz Mitchell Liz Mitchell is one of New Zealand’s finest fashion designers who specialises in bespoke tailoring and has been a champion of wool and its unique, enduring qualities. Based in Auckland she has designed garments for many well known New Zealanders from film, opera, television and the theatre, entertainment and business. Her work has graced the red carpet at the Oscars. Karin Horen turned heads when she recently wore a Liz Mitchell Grecian gown to the premier of the final season of Spartacus. Liz Mitchell has also designed all of Sir Richard Taylor’s garments for his numerous Oscar acceptances. With quality being the key ingredient of Liz Mitchell’s success during the years, it’s no surprise to learn Liz uses of wool in many of her finest garments. “I’ve always loved natural materials throughout my career and have had strong ties with the New Zealand Wool Board. I love the beauty of the fibre. It is enduring, versatile and breathable. It helps creates classics for customers that value quality.”
“Even when we are in a recessionary phase, people will still pay for bespoke tailoring and quality fabrics with individual tailoring.” Throughout her 20 year career, Liz has worked with the finest wools and produced classic elegant garments with the endurance only wool can provide for many of her customers who have become long term clients. “There is a certain pressure to keep prices down and compromise quality,“ continues Liz, “but I prefer to encourage my clients to consider the quality and longevity of wool over other man made fibres.” Favouring the sustainable over the disposable, Liz Mitchell will continue to promote the use of wool, not only in her own work, but also to a generation of consumers who she would like to educate the qualities of natural fibres. “The craft of tailoring is all about quality and with wool, we know it’s a sustainable product and that’s why many years later my garments still look stunning and the consumer is happy with the longevity and durability, while maintaining the beauty and aesthetic.”
I’ve always loved natural materials throughout my career and have had strong ties with the New Zealand Wool Board. I love the beauty of the fibre. It is enduring, versatile and breathable. It helps creates classics for customers that value quality.
With top end designers internationally and local design leaders like Liz Mitchell championing the use of wool, and being a proud brand partner of The Campaign for Wool, it is something the fashion industry as a whole needs to consider.
For Liz Mitchell wool presents a naturally pliable material that provides a striking look, a sustainable choice and an ideal option for her bespoke work. “I describe my style as ‘slow fashion’. Internationally we are seeing garments that look the same, produced with a fast turnover of seasonal styles. I like to take time to meet my customers’ needs and add an individual aspect to my work.” Lifestyles have changed significantly during the past few years and society has embraced a fast throwaway mentality to fashion, whereas Liz Mitchell prefers to makes garments to stand the test of time and are beautiful pieces.
30 | April/May 2013 www.wellingtontoday.co.nz
Liz Mitchell 196 Great North Road Grey Lynn Auckland T (09) 360 8025 www.lizmitchellretail.co.nz — Advertising Feature
Focus | The Campaign for Wool
International Wool Services New Zealand Wool Services International (NZWSI) operates as both a scourer and exporter of wool into markets in more than 30 countries, and with an annual turnover of approximately $200 million, is firmly established as the largest exporter of our country’s wool. NZWSI recently participated in the Sheer Brilliance event held at Auckland’s The Cloud during Prince Charles’ visit and commissioned a unique rug with his personal coat of arms. The rug is made predominantly from glacial wool, a process licenced to NZWSI, that increases the whiteness of the raw wool and enhances the brightness and clarity of the dyed colours. It was created for His Royal Highness to express appreciation for all the work he is undertaking on behalf of the global wool industry as patron of The Campaign for Wool. The rug has been shipped to the New Zealand
High Commission in London for presentation to the Prince himself. Canterbury Today talks to New Zealand Wool Services International managing director, Michael Dwyer about the company’s involvement with The Campaign for Wool. How has your involvement as a brand partner with The Campaign for Wool assisted your business? To date the impact of The Campaign for Wool on our business has not had a substantial impact however, as a major supporter of this campaign NZWSI believe that, long term, it
is the best opportunity for the global wool industry to reposition wool in consumers’ minds as the premium fibre we know it to be. The Campaign for Wool is a marathon, not a sprint and we expect positive results to build as it gains momentum. What do you see as the main points the consumer needs to know about wool and its importance to the New Zealand economy? Wool has seemingly gone out of fashion over the last decade as man made products, backed by massive advertising campaigns and guarantees that try to emulate some of wool's inherent attributes, have enticed consumers to believe the new generation synthetics out-perform wool. The combination of durability, comfort, easy care, fire resistance, biodegradability, breathability and health assistance attributes inherent in wool - cannot be emulated in a single man made fibre. The Campaign for Wool is the vehicle the whole industry believes has the best chance of lifting consumer’s awareness about this fantastic fibre and achieving sustainable returns for our farmers. What does your company offer the wool industry and how do you see your stock growing during the next few years as The Campaign for Wool continues to grow? NZWSI has contributed over $400,000 directly to The Campaign for Wool in the first two years of its roll out in New Zealand, along with additional funding by most of the other major wool exporters in the country. This funding came straight of our bottom line and we were happy to provide it, as we believe that the global approach to promoting wool is in the interest of all wool producers and marketers. Our company’s on going support for the campaign is financial, technical, political and inherent in our daily trading activities. We firmly believe that as consumers’ demand more woollen products and the ecological aspects of wool, as it out performs oil based synthetics, the demand for wool will increase. NZWSI is positioned perfectly to increase its volumes to meet this demand.
Education plays a huge part in influencing the consumer, so what can you tell us about wool that will change consumer habits? The attributes of wool mentioned earlier have significant advantages and impact depending on their product use. Fine wools used in outdoor pursuit are renowned for their breathability and insulative factors known to have saved lives in extreme conditions and vastly out-perform the man made equivalents. In upholstery, wool’s durability, comfort and anti-static properties cannot be surpassed and it is still demanded by most airlines and high end applicators. Coarser wools used in carpeting, for which New Zealand is the premium supplier to the world, have a package of performance that can’t be beaten. Quality wool carpets can last a lifetime, they absorb and neutralise harmful chemicals emitted from treated timbers, inhibit bacterial growth, limit aspects that contribute to health issues such as asthma, are easily cleaned and will smoulder rather than combust in a fire, retarding damage and/or release of toxic chemicals as happens with synthetic and man-made fibres. What are your key points of contribution towards the continued success of the campaign? NZWSI’s ability to source, process and deliver to the market’s requirements is essential to meeting any additional demand that The Campaign for Wool will generate. Along with a commitment to quality, service and a desire to see wool return as a consumer’s first choice when selecting for clothing, furnishing and carpeting. See www.woolserv.co.nz for more information on NZWSI and for more pictures of the impressive Royal glacial rug. New Zealand Wool Services International Limited First Floor, 30 Sir William Pickering Drive Russley Christchurch T (03) 357 8700 E email@example.com www.woolserv.co.nz
— Advertising Feature
WOOL GROWERS; MAXIMISE YOUR WOOL CHEQUE – SELL DIRECT to WSI, New Zealand’s largest Wool Exporter and first stage wool processor. NZ Wool Services Int’l Ltd (WSI) purchases wool direct from farms, closely linking growers to manufacturers while minimising selling costs. Contact: Malcolm Ching Phone: 03 3578711 Email: firstname.lastname@example.org
www.woolserv.co.nz www.wellingtontoday.co.nz April/May 2013 | 31
Hospitality | Portofino Restaurant Wellington
Classic Italian fare
Portofino Wellington is nestled comfortably against the backdrop of the beautiful Wellington harbour, offering stunning views
Portofino Restaurant has Since 1980 the restaurant remained a family owned has been committed to and operated restaurant excellence in food service. for more than 33 years. Offering a great choice of seafood, steak, pasta and pizza, with a private room available for functions, weddings and groups, you can sit back and enjoy the stunning harbour views. Situated at Custom House Quay, the restaurant incorporates beautifully styled interiors, crisp, elegant service and authentic Italian cuisine in a premises which can suitably cater for a wide range of functions and events
Situated in the heart of Queens Wharf, Portofino Wellington is open seven days, 11 – late, with a range of lunches under $20.
Accentuating the Europeans passionate love of fresh and tasty food, there is a little bit of Italy in every Portofino meal.
33 Custom House Quay, Meridian Building-Waterfront Downtown Wellington CBD Phone: 04 4995060 Fax: 04 4995055
Whether you are looking to host lazy lunches, business meetings, evenings of entertainment, romantic meals or just some fun with friends, Portofino Wellington offers the perfect meal and the perfect location for any occasion.
Portofino Restaurant Wellington 33 Custom House Quay Meridian Building Waterfront Wellington T (04) 499 5060 E email@example.com www.portofino.co.nz/wellington — Advertising Feature
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Free Delivery 32 | April/May 2013 www.wellingtontoday.co.nz
Phone/Fax 384 3468 Mobile 027 680 1769 102 Aro St. Wgtn
Hospitality | Fork & Brewer
Hospitality | Duck Creek
Duck Creek Creating tastes Perched next to the beautiful Pauatahanui Inlet and to call their own close to its meandering walkways, Duck Creek is an ideal spot to relax, take in the area’s natural beauty and indulge your stomach at the same time.
The Fork and Brewer restaurant and brewery is a celebration of New Zealand craft brewing.
Expect to find functional ambiance, as Duck Creek has maintained the rustic charm of its original log building, while being ‘opened, lightened and brightened,’ with a new bar area and doors opening onto a deck and lawn areas.
With 40 craft beers on tap the Fork and Brewer offers something for everyone, from the craft brewing aficionado to the rookie taking their first steps into what is a fast growing industry across the country.
“We can comfortably seat up to 60 guests in our main restaurant and 100 guests in a cocktail setting. A private room is available offering a more intimate venue for up to 15 seated guests.”
“With a wide and growing range of craft beers on the market it can be quite daunting to someone who is looking to try them for the first time,” Fork and Brewer general manager Adrian Klemp says. To that end the Fork and Brewer holds special craft brewing introductory sessions in which head brewer, Lester Dunn will lead people through the process of craft brewing, explaining the various types of craft beers and processes used. Of the 40 beer taps set up at the Fork and Brewer bar area, 12 are always set aside for their own brews, while the rest supply a sample of some of the other beers from craft breweries from around the country. “We have four regular beers we brew, which are a lager, pilsner, American Pale Ale (APA) and an Indian Pale Ale (IPA),’ Klemp says. “On top of that we have a varying range of specialty beers which we brew.” The on site brewery at the Fork and Brewer enables head brewer Lester Dunn to brew 1000 litre batches, which gives him the flexibility to match a beer with a particular time of the year. At the start of the year Fork and Brewer produced an easy drinking lager which they called the Happy New Beer to help bring in 2013, while over Easter they produced an Easter Egg Stout, a chocolate based stout beer.
The 1000l brewing capacity at the Fork and Brewer has also led them to work in collaboration with some of the country’s other leading craft brewers.
As well as having a great little spot and plenty of capability, Duck Creek offers fine fare served with plenty of smiles; a winning combination that saw the eatery win the hospitality division at the 2012 Westpac Porirua City Business Excellence Awards.
A charming, yet modern layout with a large outdoor area makes Duck Creek an ideal spot to tie the knot. The staff are well aware how important a day it is and commit themselves to helping you achieve exactly what want.
So far a collaboration with Tuatara Brewing and its head brewer, Carl Vasta has produced The Hoppit, a New Zealand based IPA, while a joint effort between Fork and Brewer and Epic’s head brewer, Luke Nicholas resulted in Repocalypse, a Black IPA, which Klemp describes as a “monster of a beer” at 8.2 percent. There are also plans for collaborations with Yeastie Boys and Hop Hugger in the coming months.
The team at Fork and Brewer combine a love of beer with culinary skills by holding special degustation nights, in which people book in for a night of dining and beer tasting, with the beers being matched up with a particularly dish for gastronomic excellence.
To organise a time to meet, view the restaurant and plan your wedding reception please contact either Danielle or Dean McFarland at (04) 234 6166 or email: firstname.lastname@example.org. You can consult with the head chef who can offer menu suggestions to compliment your special day and tailor a memorable dining experience for you and your guests.
Opening hours Wed – Fri: 10am to late Weekends: 9am to late
“We decided to celebrate our wedding at Duck Creek in February 2012 and had the most spectacular day! From the very beginning, dealing with Dean and Danielle was easy and enjoyable. Nothing was too much trouble and they had plenty of suggestions and questions to refine and create exactly the kind of event we were looking for. “Arranging a wedding can be very stressful but we found it incredibly simple and relaxed. On the day, everything was fantastic, the food and service was amazing and many of our guests commented on what a great venue it was and how good the staff were. The indoor/outdoor flow and different spaces worked perfectly for us.
Opening hours Monday to Saturday: 11.30am until Late Fork and Brewer 14 Bond Street Wellington T (04) 472 0033 E email@example.com www.forkandbrewer.co.nz Twitter@forkandbrewer — Advertising Feature
The scenery and location alone make Duck Creek and ideal event destination. A private room available which sits 15, makes it a great option for business meetings or lunches which require peace and quiet and an ambience that allows for some productive thinking.
Perfect of the big day
“The bigger craft brewers usually brew upwards of 4000l at a time, but our smaller capacity allows them to experiment and we are quite happy to work in with them, as while we are competitors, we are a tight knit fraternity,” Klemp explains.
While brewing is the focus for the Fork and Brewer, diners are certainly not left out of the equation with the restaurant, which can seat up to 100, popular with the after work crowd.
Functions and meetings
“I would not hesitate to recommend Duck Creek as a fabulous venue to hold an event, from all aspects of organising the event to the outstanding food and service we were delighted with our wedding day and can’t thank Dean and Danielle enough for all their effort.” - Megan and Raj Krishnan
Duck Creek 39 Paekakariki Hill Road Pauatahanui (04) 234 6166 E firstname.lastname@example.org www.duckcreek.net.nz — Advertising Feature
Curtis McLean likes to think outside the square. We are proud to support the Duck Creek Restaurant. For help with your business ask Paul about our “no surprises” fee option. 7th Floor, 234 Wakefield St P O Box 2293, Wellington P (04) 384 5609 F (04) 385 1067 E email@example.com W curtismclean.co.nz www.wellingtontoday.co.nz April/May 2013 | 33
Hospitality | The White House Restaurant
Award winning flavour
at The White House
offered with an optional wine match
The White House Restaurant has stood strong in the industry for more than 25 years overlooking the beautiful Oriental Bay and its stunning hills. The food is as great as the evidence proves; The White House won the inaugural Wellington on a Plate award 2012 and has been a finalist Cuisine Restaurant of the Year in 2011 and 2012, as well as picking up many others accolades along the way. It has fantastic and loyal staff with many of whom have been with the company for 15 years - and as for its high standards of food and service - you can expect nothing less. The White House Restaurant was established by Paul Hoather and Andrew Cameron in 1992. Since then Andrew left the company in 2011 and Paul’s wife Louise joined in 2012 as director and business manager. Paul’s passion for food began at a young age, influenced by his father who regularly took to the kitchen to cook meals learnt from his own travels and growing fresh seasonal fruit and vegetables in the garden which he’d use for the family meals. At the young age of 15, Paul worked at The Rutherford Hotel in Nelson and subsequently jetted overseas to the UK and Australia, before settling back in Wellington in the 1980s. It is clear Paul has unbroken love for food and enjoys delivering wonderful memories for guests. “I enjoy delivering the energy in the service, the constant creation of art, learning new techniques, watching my young protégées do well overseas and working with great suppliers,” Paul says. “The business is always changing, whether it is with new ingredients, new dishes or new wines – it is always evolving and I never get bored. “I would love to do more international travel to expose myself to new ideas and tastes, especially Asia.”
South coast crayfish: compressed avocado, octopus, crayfish gel, kombu Seared scallops: harissa, smoked warehou custard, fennel, date & orange salad Palate cleanser: apricot sorbet, honey Canter valley duck: orange kumara puree, braised cabbage with ginger, hoisin & mandarin Pirinoa station lamb: peas, black & white garlic, gremolata Over the moon triple cream brie: fresh fig, walnut bread Poached meringue: passionfruit Chocolate: raspberry, peach, buttermilk ice-cream. The White House Restaurant Grilled Cervena Vension With splendid fine foods and an extensive wine list as long as your arms put together, every experience is as good as your last. Every meal is a delight and the contemporary designed premises is enhanced by stunning views, allowing you to enjoy a fantastic dining experience. If you need advice on choosing suitable wines or beverages to complement the food, never hesitate to ask staff who are more than willing to help you. With its very own private event manager you can guarantee all your guests will enjoy a tailor-made event. The restaurant boasts a private dining room on the first floor, a bar lounge and balcony on the second floor and a reception area which can accommodate up to 80 guests. Want to add a personal touch? One point of difference is you can personalise your printed menus by using any text you wish and the restaurant will customise menus to suit your needs, whether it is a canapé menu for cocktail parties, a special menu for a function or dietary needs. You will find some of the best of fresh food and organic ingredients sourced from local producers, small boutique suppliers, as well as the restaurant’s own garden. Loyal guests and new customers can look forward to a new dining experience, with plans to open a second restaurant in the old Huddard Parker Building in the CBD, which is to be a smart casual eatery and is a shift from fine dining.
Braised Lamb Shoulder, Roasted Rack of Lamb
The business is always changing, whether it is with new ingredients, new dishes or new wines – it is always evolving and I never get bored.
The White House Restaurant 232 Oriental Parade Oriental Bay Tuck in to the restaurant’s delicious meals, Wellington T (04) 385 8555 such as the crab ravioli, pan roasted market fish or cured duck breast followed by a dessert E firstname.lastname@example.org www.whr.co.nz sensation, such as its mouth watering Over — Advertising Feature the Moon triple cream, brie and blushing pear. “My favourite dishes are probably those on the degustation menu as they offer another level of creativity and fun that I can’t always get on the a la carte menu. It also enables us to offer the wine match which is a special skill and a lot of work has gone into these matches and the journey that they offer.”
0800 226 353 www.goldenglowcandles.co.nz 30 Enterprise St. Birkenhead, Auckland 0746
What does Whitehouse Restaurant and WHK have in common?
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RR Hospitality | Paraoa Bakehouse
Artisan bakery offers
The Paraoa Bakehouse’s range of delicious organic and gluten free bread is better for your health, digestion and the environment. The artisan bakery in Paraparaumu produces a range of more than 30 nutritious and great tasting organic and gluten free foods under the brand names Purebread, Gluten Free Goodies Company and 4 Ever Free. They are available in selected health food stores and supermarkets throughout New Zealand, or can be ordered online and delivered freight free and fresh to your door.
methods of bread baking. In effect by not being that digestible, it has damaged our gut, causing the sensitivity.”
Paraoa Bakehouse was established in 1996 by Robert Glensor (Baker Bob), who has always had a passion for home baking and organic food products. He started out baking hand-made Purebread 1kg loaves packed simply in a brown paper bag. Purebread soon became the first Bio-Gro certified organic bread in New Zealand.
Today most commercial bread bought in supermarkets is produced according to bottom lines of economic efficiency and profitability, rather than health considerations. It also contains a number of additives, including preservatives, while being nutritionally depleted.
Since then, Robert’s vision and passion for organic and sustainable products has never wavered, with Paraoa Bakehouse now producing breads and pizza bases, organic breakfast cereals and breadcrumbs, tasty cakes and biscuits.
Better digestion and health Robert is committed to his belief that bread made the ‘old fashioned’ way is much better for your digestion and overall health, particularly if it’s organic. “Wheat and grains in general are not that digestible for humans in their raw form, so if not digestible, the valuable vitamins and minerals cannot be absorbed,” he says. “It is my personal opinion that much of the gluten intolerance many are experiencing is partly caused by the ‘modern’ and very fast
Proud to be associated with Paraoa Bakehouse Ltd
Prior to the 1950s, coeliac disease was extremely rare, but from the 1960s it began to increase sharply following the introduction of new, fast mechanical methods of bread making.
In our organic varieties, there are no artificial chemicals and that’s the other key point of difference for us
Paraoa Bakehouse utilises age old slow production processes, sourdough starters or fermentation methods. This allows the natural enzymes to get working to break down the complex carbohydrates, making it much more digestible. Many people who are sensitive to gluten can tolerate it if the dough has been properly fermented, as the lactic acid producing bacteria in the sourdough culture help break down the gluten.
Delicious, gluten free and organic Paraoa Bakehouse also has a unique range of gluten free breads that are fresh, nutritious and taste great. It has a big emphasis on choosing highly nutritional ingredients like wholegrain buckwheat and cornmeal, real potatoes and organic eggs, instead of cheaper starches and substitutes. “In terms of organic food and growing methods, it’s often more about what is not in it,” Robert says. “In our organic varieties, there are no artificial chemicals and that’s the other key point of difference for us.” Paraoa Bakehouse is now producing gluten free and certified organic flatties, which are a delicious heat ‘n’ eat product. The garlic, focaccia and Turkish varieties are great as dipping toast and open sandwiches, and are also ideal for making bruscetta and paninis at home or in your café.
Online sales • Purebread organic gluten free bread is available in supermarkets throughout the country, but can also be ordered in small quantities on the www.purebread.co.nz website. • Paraoa Bakehouse’s range of products is readily available online and will be at your the following day. • Robert says ordering online means customers can get fresh baked organic and gluten free bread that hasn’t been sitting for days on a supermarket shelf. • Freight and delivery is free if you spend more than $23 online.
Specialists in Commercial Business Insurance Focused and dedicated to meeting your needs
Paraoa Bakehouse 114 Kapiti Road Paraparaumu T (04) 902 9696 E firstname.lastname@example.org www.purebread.co.nz — Advertising Feature
Phone: 04 472 9373 Fax: 04 472 9374 www.rothbury.co.nz email@example.com Level 7, Axon House 1 Willeston St, Wellington
Websites & Web Marketing Solutions
Contact us now on 0800 256 506
www.wellingtontoday.co.nz April/May 2013 | 35
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Goods & Services | Bata Industries
Bata – the name New Zealanders grow up with The Bata Bullet shoe is something most New Zealanders remember well, with the origins of the Bata company going back almost 120 years. The story of Bata and Kiwis’ love affair with its products dates back to a small factory in Happy Valley where the New Zealand arm of the company began making slippers in 1948.
and by 1987 leather production in New Zealand was deemed unprofitable, resulting in 15 shoe manufacturers going out of business and all others, including Bata, forced to reduce the size of their operations.
The following years saw the production of new sponge slippers, casual Bumper footwear, a trial production of children’s gumboots, Yankee jandals, men’s leather shoes, light working boots and injectionmoulded footwear.
While the company flourished in the 1950s and ‘60s, the now iconic Bata Bullets made the brand a household name from 1969, with 10 million pairs of shoes produced by Bata New Zealand by April 1974.
Bata New Zealand now produces about 200,000 pairs of PVC gumboots per year and imports Bata brands such as Marie Claire, Weinbrenner, Bubblegummer and its ever increasing Bata Industrials range.
By the end of the 1970s Bata New Zealand had warehouses in Auckland, Wellington, Nelson and Christchurch, with additional factories and workshops in Wainuiomata, Carterton, Masterton, Wanganui and Nelson.
The company is also the New Zealand agents for Rieker, Via Nova and Ferracini.
During the 1980s there was a worldwide trend to relocate factories into Asian countries
1992 saw the closure of the Wainuiomata factory and all production (PVC gumboots) returned to Owhiro Bay.
Internationally, Bata employs more than 30,000 people with 5000 international retail stores and a presence in more than 70 countries, serving about a million customers per day.
Prime Minister John Key in a pair of Bata gumboots with the Bata Company (NZ) team last July.
Research and development focus on the following areas, among others: • Perfect fit • Climate management • Biomechanics • Improving the safety features of products • Optimum slip resistance • Weight reduction • Special fibres in the socks for specific applications • Quality improvement.
Bata research and development • The Bata Company (NZ) Limited is part of the Bata Shoe Organisation, the world’s largest shoe manufacturer and a market leader in industrial shoes. • Bata Industrials’ headquarters is located in Best, the Netherlands, where 700,000 pairs of safety shoes and one million pairs of socks are made each year. The company has a progressive research and development department and recognises that research is the foundation for success. • It is continually working on new cutting edge technological developments for footwear and hosiery.
www.wellingtontoday.co.nz April/May 2013 | 37
Goods & Services | Bata Industries
Bata offer a range of high quality industrial shoes and boots and is continually expanding its range to meet demand. Bata sales manager Francis Hammond says the industrial range is the biggest part of Bata’s market. All shoes are made using only first class natural materials including full-grain and nubuck leather, plastics, rubber types and yarns.
Bata’s work shoes feature the patented Tunnelsystem; a shank and a special PU mid-sole, relieving the burden on the entire biomechanical system. These elements have even been proven to prevent symptoms and sometimes even afflictions of the knees, hips and back. This means wearers become less tired and have a lower loss of concentration, and fewer absences due to illness.
Growing the casual shoe market Francis Hammond says Bata is working hard to expand its hold within the casual shoe market. The company has been an agent for high-quality Rieker Antistress shoes from Germany since the 1960s.
Bata imports the Via Nova, Vagamann and Vago shoe ranges from Australia. Via Nova is a well-known sophisticated women’s brand, renowned for style and quality. The range features a variety of women’s heels, boots, flats and wedges featuring the latest seasonal hardware, available in leather, suede and fabrics. Vagamann casuals for men and women are designed with comfort for the latest seasonal trends. Vagamann’s specially designed moulds offer superior fit and comfort, with natural leathers and adjustable straps for a personalised fit. Vaga footwear is stylish, high quality and modern, featuring a combination of fabrics, lasts and heels. Vaga offers commercial imaginative styling, embracing the latest developments in leathers and materials. Also available through Bata are Ferracini shoes, a brand that’s strictly for men which has established itself as a worldwide brand known for its European style and class. Designed and manufactured in Brazil, Ferracini offers a variety of styles, including casual, business and sports shoes that provide an unsurpassed level of comfort. In addition, Bata supplies a range of men’s and women’s Bata slippers and fashion gumboots, which can be bought from The Warehouse and other retail outlets. Bata Company uses Toll Tranzit for all its transport requirements.
Bata offers a range of high-quality industrial shoes and boots.
Bata Industrials has set a new standard in the health and safety concept and is constantly working to maintain this high level of technological development. By investing in new materials and technologies, Bata is able to continue to respond adequately and innovatively to market developments and changing working conditions.
Rieker offers a range of men’s and women’s casual shoes, including leather-upper laceups, slipons, boots and sandals.
Bata’s industrial range of shoes and boots:
Prime Minister John Key inspects the new gumboot machine at Bata Company (NZ) in July last year.
Quality industrial footwear
Bickz: Light weight and flexible, performing well in both industrial and professional environments Deep Comfort: Premium full grain or nubuck leather uppers, with a mushroom lamella sole design for extra comfort Heroes: Providing outstanding comfort for the longest of working days Ladies: An economical range offering premium styling and features Mammoet: Protection in the most extreme conditions Natural Collection: An extended product range of robust footwear for any working conditions Specialty: The Fireboot offers heat and fire resistance; Minemaster mining boot with waterproof non-penetration sole SportMates: The latest in sports-styled safety footwear from Bata Industrials. Safety and non-safety gumboots.
Growing the Bata brand Bata is planning to reintroduce the Bata brand and raise its public profile. “We’re working now to get the Bata brand back into the public eye,” Hammond says. Bata Bullets were first introduced in New Zealand in 1967 and by 1974 the company had made 10 million pairs. However, when shoe manufacturing became unprofitable in New Zealand from the 1980s, Bata Bullets struggled to survive. “Once the Bata Bullet disappeared, people didn’t hear about us. But the Bata Bullet is an iconic brand and may make a comeback one day – watch this space,” he says. “We don’t do a lot of Bata brands any longer, but we’re looking to reintroduce the men’s Bata sandals next summer and the Bata brand Weinbrenner outdoor boots and shoes.”
38 | April/May 2013 www.wellingtontoday.co.nz
Goods & Services | Bata Industries
Zlin, Czechoslovakia, where they employed 10 cobblers. They were the ninth generation in a family of shoemakers, inheriting century-old traditions of a cobbler’s workshop. Tomas’ son Thomas J Bata took over the company in 1932, and by 1939 Bata operated 63 companies, with 60 million pairs of shoes sold each year in more than 30 countries.
Francis Hammond says Bata’s PVC gumboots have been an industry staple since local production began in 1965 and continue to be a popular item for this country’s largest footwear manufacturer. “Our industrial gumboots are used extensively in meat and dairy production, fisheries, construction and farming,” he says. “They are also regularly seen on the sidelines of sports fields throughout the country on Saturday mornings.”
New gumboot machine Bata recently purchased a new high tech gumboot machine to grow its position within the industrial gumboot market.
“This year we have purchased a new PVC injection machine and new moulds to stay ahead of the competition – particularly product imported from China – and to keep manufacturing here in New Zealand,” Hammond says. “Our new gumboots have been designed from the ground up through consultation with our customers, since they are the ones that wear them. We can truly say they have been designed by Kiwis, for Kiwis, and are made by Kiwis.” Features of the new boots include wider fit, wider toe cap, taller wider shaft, two sole designs-one for outdoor use and one for indoor use – all available in sizes 4 to 15. Being a local manufacturer gives Bata the ability to guarantee quality, as all boots have a lifetime guarantee against manufacturing faults. Bata can offer quick and efficient stock delivery and in most
The expanded Bata factory at Owhiro Bay in the 1960s.
Bata knows a lot about gumboots and is committed to manufacturing them in New Zealand.
The Bata shoe factory at Wainuiomata.
The original Bata shoe factory at Owhiro Bay in 1953.
cases stock can be delivered overnight. Sales reps cover the length and breadth of the country and any problems can be handled quickly and efficiently. Hammond says the gumboot market is growing and Bata is slowly making inroads into the rural market. Most of its gumboots are currently targeted at the construction, industrial, food and dairy industries.
In the early 1960’s the company headquarters were established in Toronto and companies around the world were linked under regional organisations.
Owhiro Bay outlet store Bata recently reopened its large outlet shop at its factory in Bata Place, Owhiro Bay. The outlet store has been extended and modernised and offers great prices for Bata customers. It is currently open from Thursday to Saturday, from 10am-4pm.
“We’re probably one of the few companies in New Zealand still focusing on footwear in the scale that we do,” he says. “With the purchase of the new gumboot machine, the whole Bata Company (NZ) Limited intention was to keep manufacturing in New 3 Bata Place Zealand and keep providing jobs for people Owhiro Bay in Wellington.” Wellington T (04) 383 5550 From small origins Freephone 0800 658 068 E firstname.lastname@example.org The Bata Shoe Company was formed in 1894 by siblings Tomas, Anna and Antonin Bata in
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www.wellingtontoday.co.nz April/May 2013 | 39
RR Property & Construction | Metalcraft Roofing
Getting the right roof At a base level, having a good roof overhead can protect from the elements, keep us safe and increase the overall aesthetics of a premises, but there’s more to roofing than meets the untrained eye. Metalcraft Roofing manufactures and installs a large range of commercial and residential roofing products and rainwater systems New Zealand wide. Why Metalcraft? Metalcraft is the manufacturer and Metalcraft is the installer - therefore Metalcraft offers the whole package. This makes the company a true one stop shop for all roofing needs. It also offers a free, no obligation quote, on a new roof or a re-roofing job. With a range of colours and profiles for the customer to choose from, there’s no reason why the roof that separates you from the sky and keeps you dry, can’t be pleasing to the eye.
Using only New Zealand made steel, Metalcraft designs its products with the harsh New Zealand climate in mind. Considering approximately 90 percent of New Zealand’s coastal residents experience the corrosive effects of salt spray, it is essential the steel Metalcraft uses can withstand the elements and the test of time.
Metalcraft Roofing branch manager John Campbell says the company only uses New Zealand Steel. “It’s tried and tested in this country and it is made to withstand the elements the varying weather conditions in New Zealand present.
Metalcraft can provide solid guarantees for its products and installations due to the fact that it, well, manufactures and installs them; so there is no middle man between factory and fitting.
“Many imported materials can’t handle our harsh climate and when things go wrong their manufacturer is off shore. That’s what sets Metalcraft apart - we’re made in New Zealand for New Zealanders.”
Recent customer Charlotte Walcott tells of her dealings with Metalcraft…
Previous Metalcraft projects include: • Auckland Netball Centre • Wellington Girls College Pipatea Block • Chempro Logistics in Lower Hutt • Leaps and Bounds Early Learning Centre in Wellington • Mitre 10 Henderson • Remarkables Park • Coca-Cola buildings • Resene and Tile Warehouse.
•eeezz dropper gutter outlet •No drilling or rivets required •Never rusts •Install in 20 seconds or less •Drop sizes 65mm, 80mm, 90mm
“In October last year I engaged Metalcraft Roofing to replace our existing and very tired and leaky roof. We had gone through a long quotation process, which was our fault due to planning our finances. Metalcraft were very patient and we found that over the time Metalcraft stood by their price with very little increase in the 18 months to 2 year window. The manager, John Campbell, was very good at explaining the finer details and I found their quotation well documented. “The actual work was carried out in a very slick manner with good implementation of ‘Edge protection safety barriers’ installed to comply to NZ Health and Safety standards, indicating to me they looked after their staff’s work environment. Care was taken on site to be kept clean and safe, as we have a young family who plays in the same working space. “In a little over a week our roof had been replaced with the manager checking in with us during the progress of work. So upon reflection I felt the work was professional, affordable, relative to other quotes we had done, and they made the process feel effortless. It was great to be using a NZ made product and a local company. “I am an architectural designer, so having worked professionally dealing with many trades and suppliers on small and large scale projects, I feel very confident in recommending Metalcraft and have in fact done so. Also the neighbours have thanked us for improving their view!”
40 | April/May 2013 www.wellingtontoday.co.nz
Property & Construction | Metalcraft Roofing Metal tiles
Long run roofing
Metalcraft manufacture a wide range of pressed metal tiles. This lightweight, easy to install product is aesthetically pleasing while remaining incredibly strong and durable.
Metalcraft supplies a wide range of attractive, cost effective and practical long run roofing solutions that are ideal for use in various sized commercial buildings.
Pressed steel is approximately one-sixteenth the weight of concrete which enables its end user to save time and money on reinforcing timber trusses, along with a host of other logistical and structural benefits. Due to the design, application and fastening of the metal tiles, a roof can withstand hurricane force winds.
The differing corrugated or trapezoidal profiles allows the customer the ability to customise the look and functionality of their roof and with Metalcraft also supplying rainwater products, spouting and rainwater services can be integrated from the outset.
“We have a vast knowledge of the roofing industry. We know the pitfalls, therefore we use best practise and utilise our experience to deliver correctly from the get-go,” John says. With 12 branches across New Zealand, Metalcraft has a comprehensive coverage in both the North and South islands. Servicing the commercial and residential sectors nationwide, the company can provide quotes for new builds, re-roofing projects and rainwater systems. By installing roofing and rainwater products, the customer is effectively reducing the number of sub-contractors on site, saving valuable time and money.
The complete package Metalcraft is part of United Industries, a group of nine companies to service the needs of New Zealand’s construction industry. Metalcraft even offers structural steel solutions to reinstate its mantle as the true one stop shop for commercial and residential roofing requirements. Working with trusted, well known home building companies on a regular basis ensures those newly built houses are receiving a durable, attractive and functional roof with a comforting warranty tailored to the installation.
Considering the roof and rainwater products integrate and perform simultaneously, it’s comforting for the customer to know the product is manufactured and installed by the same company.
Sustainability Mount Taranaki’s numerous eruptions were the starting point for the manufacturing process of any Metalcraft roof. The iron sand produced from those eruptions is the raw material used by New Zealand Steel company that has mastered the sand to steel process and the preferred supplier of steel for Metalcraft. Focusing strongly on the environmental, social and economical aspects of construction, Metalcraft and New Zealand Steel’s robust processes are founded on long-standing histories of integrity. Steel has long been championed for its strength, versatility and its unique ability to be recycled infinitely without losing any of its characteristics. Beacon Homes general manager Nick Collins conducted research into the use of steel while building the ‘NOW’ home in Rotorua (a project to increase the standard performance of basic principles and materials). “Steel was an easy choice. Our data showed that pre-coated steel had the lowest environmental footprint of any building product,” Nick says.
As we move towards a more sustainable and environmentally conscious consumer society, Metalcraft’s roofing systems provide an ideal choice for the eco-customer. Metalcraft roofs offer a sustainable choice without compromising on standards or performance.
complete the ‘top-down’ re-work of a property, including rainwater systems. The one stop shop for all aspects of a steel exterior, Metalcraft, are true experts on ascertaining the best suited products for any client’s needs.
Free, no obligation quote
Re-roofing can add significant value to a residential or commercial property. The roof is the icing on the cake of one of life’s biggest investments - property.
Metalcraft employs only qualified, licensed roof installers armed with an innate knowledge of the product range.
Metalcraft offers the potential to protect premises from the elements and also visually enhance with its wide range of differing profiles and colour options.
Commercial builds are a large portion of Metalcraft’s workload and John Campbell says “no job is too big” for his team of experts.
Why not pick the brains of a roofing expert today by visiting the Metalcraft website and The weight-to-strength ratio of steel is taking advantage of the no obligation free incredibly high, therefore the benefits of using quote? You may well realise an attractive new Metalcraft products to re-roof can significantly roof is a realistic option. reduce unnecessary strain on a structure, whether existing or a new build. Why not visit the Metalcraft website today to arrange for a no obligation free quote (www. metalcraftroofing.co.nz) and see what a new roof could do for your property?
Metalcraft cladding Roofing isn’t the only use for Metalcraft’s versatile corrugated steel products. Commercial and residential cladding can
Metalcraft Roofing 201 Gracefield Road Lower Hutt Wellington T (04) 566 2253 E email@example.com www.metalcraftroofing.co.nz — Advertising Feature
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Export | Acma Industries
Designer components delivering multiple benefits An impact absorbing flooring tile could save the New Zealand economy millions of dollars in health costs related to falls suffered by elderly people. Wellington based polyurethane products manufacturing company, Acma Industries is trialling an impact absorbing flooring tile named Kradal, which it has developed in conjunction with the University of Otago in an elderly rest care facility in Sweden.
Bowmar believes if the two year Swedish trial is successful the product should appeal to government funding agencies, such as Pharmac and ACC, as both a medical and an injury prevention device.
• Acma has a CE mark for Kradal tiles, which involves annual quality audit by a European accredited company
While the Kradal trial has some way to go Acma Industries has other irons in the fire which are beginning to heat up.
“So far there have been 75 falls in the facility but no injuries associated with them,” Acma director John Bowmar says.
Acma is now chasing the lucrative American market for the fire-resistant train seats, but securing a licensing deal in the United States is a matter of meeting stringent American safety standards, which Bowmar is confident of achieving.
“The cost of elderly fall injuries taxes the country’s health budget and the fact is many of these elderly people who suffer a fall never recover, so there is a human cost as well as a financial one.”
• BS EN ISO 9001:2008 Certified by SATRA Quality Assurance Limited (UK)
Initially Acma Industries will be looking to market the tiles in wealthier countries such as Sweden, Norway, Germany, the United Kingdom and the United States.
The company already supplies a significant volume of polyurethane based fire-resistant train seat fillers to China, currently exporting around 10,000 every month.
Bowmar says the key to developing the Kradal tile was in getting the right density. Too soft and it would create mobility issues for wheelchairs and the like and if it was too hard, it would not have the impact absorbency they were seeking. The Kradal tile was two years in the development with Acma Industries working with the University of Otago to perfect the product before it began its trial in Sweden.
• Acma was accredited with International Quality ISO 9002 in 1993, it then moved on to AS/NZ ISO 9001:2000 in 2003.
“If funding agencies like those came on board we would be able to offer Kradal to facilities like hospitals, rest homes and elderly care facilities at a reasonable price.”
The trial is being conducted across 350sqm in the facility in areas which are potentially hazardous for elderly people with low bone density.
“While the trial has not reached a critical stage for a full analysis, the signs are positive. We were looking to achieve a 50 percent reduction in injuries, so to achieve a 100 percent reduction at this stage is very encouraging.”
“Sometimes I think New Zealand should be lifting its standards, as if we meet the tougher Americans standards, it means the product will achieve global acceptance, which is not always the case with New Zealand standards.”
What Acma does Acma produces a diverse range of polyurethane foam components for international markets. These components find application in the transportation, furniture, bathware, health and recreational industries. Acma purchases base, raw materials (and pigments), to develop custom formulations that meet the specific technical requirements and product performance needs for customers.
• Finalist CPI Polyurethanes Technical Conference, Polyurethane Innovation Award 2008 • Discovering Gold Award 2008 for innovation • Global Gold Award 2010 for Exporting • Plastics NZ Design Awards 2008 – Gold in Foam category
With the removal of tariffs on cars and the advent of cheap fully assembled furniture from China, Acma made a strategic decision to move into further more specialised and technical foams. Acma can develop a range of formulations, carry out test sampling (sample moulds or test tooling), pre-production and production, to achieve rapid development to the marketplace, for products in the areas of: • Healthcare • High resistance foams • Semi rigid foams • Rigid foams • Integral skin • Low resilience (viscoelastic) foams • Mattress foams • Fire retarded foams - including graphite filled foam • Gels • Colour matched in-mould coatings to meet specific requirements.
Acma Industries: a history Congratulations ACMA Industries on 35 years in business and we look forward to celebrating further success in export markets with you in the near future www.redox.com
The company was established in 1978 by John Bowmar’s father Alan and is situated in the picturesque river valley, of Upper Hutt. Acma started with the purpose of supplying the local furniture and motor vehicle industries with moulded polyurethane foam cushioning and integral skin headrests and armrests.
In the 1990s Acma diversified into rail seat foam manufacturing and is now regarded as one of the leaders in the industry, recently fitting out KiwiRail’s Tranz Alpine trains. In the growing years Acma worked closely with leading international companies who manufactured in New Zealand and maintained creative relationships with smaller, home grown companies innovating for tomorrow, that have gone on to become their own international success stories. During the last few decades, Acma has developed processes and expertise, while working with established national companies growing their brands and with larger international enterprises looking for competitive quality in polyurethane products to meet demanding standards. With export sales to the USA, Europe and Asia, Acma has developed into a leading international manufacturer, specialising in the science of polyurethane foam moulding. Acma Industries Ltd 71 Montgomery Crescent Upper Hutt T (04) 526 6246 E firstname.lastname@example.org www.acma.co.nz — Advertising Feature
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42 | April/May 2013 www.wellingtontoday.co.nz
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Consent approved to establish a mixed use (retail/hospitality and office) development. Preliminary plans prepared proposing car parking on the eastern half of the site and a new five level building on the western side of the site adjacent to Colombo Street. At present retail and/or food and beverage activities are proposed at ground floor level with office activity on the upper floor levels. - UP TO 16 CARPARKS - Possible to build 4 levels, approx 2250m â€“ 3 office and 1 retail - Total building floor area 2200m2 - On site rear car parking - Architectural concept plans available from well regarded M.A.P Architects - Owner will sell the land and insurance rebuild payout to a new owner - Land 1000m + $6.35mil insurance rebuild - Price on application
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