Bay of Plenty Business News July/August 2017

Bay of plenty 

JULY/AUGUST 2017 VOLUME 2: ISSUE 13 WWW.BOPBUSINESSNEWS.CO.NZ FACEBOOK.COM/BOPBUSINESSNEWS 

City leaders outline contrasting 

themes for Tauranga’s future 

Looking ahead: Tauranga mayor Greg Brownless, WBOP MP Todd Muller and Toi Ohomai chief executive Leon Fourie. 

The recent Tauranga City Leaders’ Lunch 

sparked more attention than usual for this 

annual event, largely because of Western 

Bay of Plenty MP Todd Muller’s comment 

that historic rates rises had not been high 

enough to meet the council's vision for 

the city. 

By DAVID PORTER 

Mayor Greg Brownless 

floated the idea of 

Government sharing 

some of the GST income 

it raises to help cities like 

Tauranga that are growing 

faster than their rates base 

allowed for new infrastructure 

and services. And Toi Ohomai 

Institute of Technology chief 

executive Leon Fourie laid 

out a substantive vision for 

the Bay in which educating to 

meet the needs of a changing 

world figured high, a view 

supported by all of the speakers. 

Stan Gregec, chief executive 

of the Tauranga Chamber 

of Commerce, which hosts the 

annual lunch, said it was an 

opportunity to hear the views 

of city leaders on Tauranga’s 

growth opportunities. 

“Each speaker looked 

out boldly ahead and shared 

a common theme around 

change, technology and how 

we need to think differently 

for the future to meet our individual 

and community needs.” 

Todd Muller had been 

responding to a question from 

the floor on funding for more 

amenities and infrastructure, 

saying it was his personal 

observation as a longtime city 

ratepayer that any dispassionate 

observer could see the 

Continued on page 3 

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BAY OF PLENTY BUSINESS NEWS July/August 2017 3 

City leaders outline 

contrasting views on 

Tauranga’s future 

From page 1 

council had underinvested in 

community amenities over the 

past 40 years. 

Historic rates rises had not 

been high enough to meet the 

council's vision for the city 

and the council needed to "sell 

the vision", and make the case 

for the investment that was 

needed, he said. 

“They should be very clear 

about what amenities they 

think Tauranga needs over 

the next 10 years, and they 

should be very upfront about 

the costs. I think there's a 

greater appetite for that in the 

community than we've ever 

seen before.” 

Mayor Greg Brownless 

responded that he did not 

believe people were clamouring 

for rates rises beyond 

reasonable limits, and suggested 

the current rating system 

placed too much burden 

on homeowners. Meanwhile, 

local councils were assuming 

more of what had previously 

been central government’s 

responsibilities. 

Muller, in his main address 

to the lunch meeting - which 

attracted more than 100 local 

business people and community 

leaders - noted that the 

city was still having debates 

around buildings and amenities. 

“They are critical debates 

to have and critical building 

blocks for success,” he said. 

But the city’s real maturity 

would come when it could 

focus on the people who 

would innovate and imagine 

the future, he said. 

“I think we’re on the cusp 

of huge opportunity for this 

country and this city,” he said. 

“The main opportunity for 

me is our people - I do not 

believe we invest enough in 

our people. We need to reflect 

on how we value our people 

and how we are going 

to invest in their capability. 

We need a culture that learning 

is not [just] something 

that happens at educational 

institutions, but is something 

invested in by your employer 

and yourself over your career. 

And if you don’t, then you run 

the risk of being left behind.” 

Muller said Tauranga had 

more connectivity between 

the formal and the informal 

education sector than most 

other regions, but that the 

benchmark needed to be set 

high. 

“We have to push ourselves 

and our business and 

educational institutions to be 

able to respond to the needs of 

the future.” 

Mayor Brownless noted 

the huge challenges posed by 

growth. While acknowledging 

the recent interest free loan 

made available by the government’s 

Housing Infrastructure 

Fund, Brownless said the 

growth pressures raised the 

issue of local government virtually 

relying on a property 

rates system for its income. 

“As I’m looking to the 

future in this speech, I should 

say that we need other sources 

of funding and the one that is 

becoming more obvious to me 

is a portion of the GST raised 

in this area.” 

The mayor also noted the 

challenges created by being 

an ageing community. 

Already 18 percent of 

Tauranga’s population is over 

Struggle to fill parts 

of learning pipeline 

Toi Ohomai’s Leon Fourie emphasised 

the need for all parties to collaborate to 

support regional development. 

“We succeed more often in finding the 

right solutions to the wrong problems than 

finding the wrong solutions to the right 

problems,” he said. “So, we do need to start 

by truly understanding what exactly the 

problem is we are trying to solve before we 

leap into solutions.” 

In 2015 there were 3865 school leavers 

in Bay of Plenty - of which 37 percent identified 

as Maori. Of these 2980 or 77 percent 

have transitioned to some form of tertiary 

education and 885 or 23 percent have not – 

and of the 885 a total of 455 or 51 percent 

identified as Maori. 

Of those that transitioned to tertiary 35 

percent enrolled at Toi Ohomai; 20 percent 

enrolled at Wananga, Industry Trade organisations 

or private training establishments; 

and 45 percent at universities. However, 

this is mostly at universities outside Bay 

of Plenty. 

Fourie said less than 14 percent 

of scholars who left the region to study 

65 compared with 13 percent 

nationally, with nine people 

aged over 65 for every 10 

children aged 0 to 14. 

“There will be major 

changes in the job market... 

most people will have to 

change jobs seven or eight 

times during their working 

life... The good news is that 

the experts predict there will 

be plenty of jobs, just in different 

fields.” 

Brownless noted that 

indicated they were studying at another 

institute of technology elsewhere in New 

Zealand, suggesting that Toi Ohomai 

satisfied the applied professional and 

vocational skills training need to the greatest 

extent locally. 

Bay of Plenty employment forecasts over 

the next three years indicate job growth of 

5.1 percent in construction or another 2277 

jobs, business services at 3.8 percent or 

2012 jobs and health and community services 

at 2.9 percent or 1576 jobs. 

“As a sector we are catering for the 

need,” said Fourie. 

“However, the dilemma is that in each of 

these areas the number of places available 

for study are not taken up – so, while the 

need is there we often simply do not have 

sufficient pipeline interest... It is a problem 

that is not unique to Toi Ohomai nor to our 

region. With specific programmes, all institutions 

struggle right across New Zealand, 

and specifically so in engineering, construction 

and other related trades. A major 

challenge remains to convert this latent 

demand for skills.” 

immigration could fill any 

skills shortages. “If we are to 

counter that we will have to 

completely modify our education 

and training and will need 

to ensure it responds quickly 

to change.” 

End-to-end bookings 

at busy arena 

It has been an incredibly busy 

period for the whole of ASB 

Baypark staff over the last 

four weeks with end-to-end 

bookings ranging from training 

seminars to an environmental 

chemical spillage disaster 

recovery exercise, involving 

emergency services and an 

overturned road tanker. 

Falling in-between and far 

more palatable was the much 

awaited Seriously Good Food 

Show organised by Bay Events 

Ltd, which is always successful 

in pulling the crowds looking 

for culinary delights. This 

year, highlights included The 

Bachelor couple Art Green and 

Matilda Rice in a cook-off (pictured). 

There was also no let-up 

in the sports calendar, with 

the inaugural NBL basketball 

semi-final and final held in the 

main arena along with the playoff 

round for the Waikato Bay 

of Plenty Magic netball team. 

Although they managed to win 

the game, they unfortunately 

failed to qualify through to the 

next round. 

Horticulture New Zealand 

recently opened its conference 

at the ASB Baypark Arena and 

it was a pleasure to host this 

event for the first time which 

catered for more than four hundred 

delegates and trade representatives 

over a three day period. 

A typical conference of this 

scale has an economic impact 

of around $500,000 on the local 

economy. 

The scheduled Winter Jam 

offers a venue for car enthusiasts 

to show off their custom 

cars, swap ideas and perform 

pre-arranged and organised 

burnouts. With music, competitions, 

trade stands and kids 

activities a fun day is always 

enjoyed by competitors and 

spectators. 

Up-and-coming events 

include: 

• Winter Jam - July 22 

• Battle In The Bay - August 5 

• Womens Lifestyle Expo - 

August 19 - 20 

• Zoetica Tarnished Frocks 

and Divas - August 30 - 

September 2 

• Tauranga Gala Dinner - 

September 29 

• The Sound of Music - 

October 9 

• Hoopnation - October 21 - 

23 

• Saturday Night Fever – 

November 18 

• Summer Christmas Party – 

December 1 - 2 

0800 850080 | recruit@talentid.co.nz Tauranga • Rotorua • Taupo


Hi-tech research institute 

gets go-ahead in Tauranga 

Priority One and the University of Waikato, working with a group 

of eight regionally based businesses, have secured $8.4 million in 

investment from government to help establish a new technology 

research institute in the Western Bay of Plenty sub-region. 

The Ministry of Business 

Innovation and 

Employment (MBIE) 

last November announced a 

second round of funding for 

the regional initiative, first 

From the editor 

As Tauranga mayor Greg Brownless 

pointed out at the recent City 

Leaders Lunch - the focus of this 

month’s cover story - the city is ageing 

faster than the New Zealand average. 

Already 18 percent of our population 

is over 65, compared with 13 percent 

nationally. We currently have nine people 

aged over 65 for every 10 children 

aged 0 to 14. 

Meanwhile, the Bay of Plenty region 

is grappling with the strains produced 

by the need to finance infrastructure to 

meet the growth in business and housing 

development and the region’s attractions 

continue to bring in. This week’s 

cover story looks at the implications 

for employment, and in particular, the 

need to have an education that can cope 

with the constantly changing demands of 

future career paths. 

Good news this month is that 

Tauranga has finally secured government 

funding to set up one of only a few 

regionally based regional research institutes. 

Based on feedback from previous 

unsuccessful applications, Priority One 

and the University of Waikato worked 

closely with a number of hort-focused 

tech businesses to create the Plantech 

concept, the strength of which lies in its 

potential to commercialise innovation. 

We look at the row between honey 

producers and the Ministry of Primary 

Industry about a new standard being set 

to verify levels of Manuka, with producers 

asserting that the proposed new tests 

are inaccurate. 

We report on a new report confirming 

the massive projected growth for 

kiwifruit, and examine what the implications 

are for the Bay’s infrastructure. 

And we dig beneath the ongoing 

and very public row between Tauranga 

announced in Budget 2015. 

The Bay’s successful application 

- lodged in February 

- took into account feedback 

from MBIE and local businesses, 

following a submission 

that failed in the first 

round of funding, early last 

year. In particular, it focused 

more specifically on horticulture-related 

research and 

innovation. 

Moana Iwi, who are protesting attempts 

by Hauraki iwi to claim rights in the 

Bay. Local iwi say that if Hauraki succeeds 

in its claims, it could have a 

long-term negative impact on development 

in the region. 

David Porter 

Editor 

The companies involved in 

the founding group for the 

Bay initiative - which has 

the working name Plantechincludes 

Bluelab, Cucumber, 

GPS-It, Eurofins, Plus Group 

Horticulture, Trimax Mowing 

Systems, Waka Digital and 

Zespri International. 

The Plantech concept aims 

to accelerate innovation in 

the Western Bay, using the 

region’s horticulture industry 

as a testing ground for 

Robotics Plus Apple packer 

new technologies and services. 

Through the participating 

companies, Plantech’s 

research will be commercialised 

nationally and globally in 

markets ranging from sports 

fields to hydroponics, to 

logistics, to primary industry 

land use, as well as horticultural 

technologies. 

“This is a hugely exciting 

development for the Bay,” 

says Brett Hewlett, chairman 

of Priority One. “The 

Plantech concept will see 

leading edge, commercially 

focused research and development 

expertise in our region 

and provide important new 

resources to our companies.” 

Plantech aims to accelerate 

growth of individual companies 

as well as build regional 

and national capability in 

application of advanced technologies. 

“Plantech will power up 

our collaboration with other 

horticulture-focused businesses 

and science institutions,” 

says Dr Alistair Scarfe, 

founder and chief technology 

officer of Robotics Plus. 

“Through partnerships forged 

in Plantech, we will strengthen 

hi-tech exports while also 

giving New Zealand primary 

industry a hi-tech productivity 

boost.” 

Matt Flowerday, founder 

and chief executive of GPS- 

It said he had travelled the 

world looking for a hort-focused 

innovation centre and 

was yet to find anything suitable. 

“I’m extremely excited to 

have the opportunity to help 

create one on my doorstep 

and use it as a springboard to 

take on the world with New 

Zealand created innovation 

and technology.” 

Plantech will employ a 

team of experts in data sciences 

and automation and will 

focus on premium, natural 

plant production. It will also 

collaborate with local industry, 

research organisations and 

international partners. 

Plantech will be established 

as a new private company, 

headquartered in the 

Western Bay sub-region. It is 

planned to be operational by 

the end of 2017, pending the 

finalisation of arrangements 

with MBIE. 

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BAY OF PLENTY BUSINESS NEWS July/August 2017 

Manuka honey industry 

wary about ministry’s 

new standards 

Manuka honey producers in Bay of Plenty 

and beyond are waiting anxiously to 

see what decisions Ministry for Primary 

Industries (MPI) will make around the 

recently released Manuka honey standards. 

By RICHARD RENNIE 

The Manuka standards 

were released earlier this 

year after three years 

of scientific development by 

MPI. However, producers 

have expressed growing concern 

over the new standards’ 

accuracy and level of sensitivity 

to Manuka levels in honey. 

More than 100 submissions 

have been sent through to MPI 

on the proposed standards. 

A standard for Manuka 

honey has already been developed 

by the UMF Honey 

Association, with the majority 

of producers already signed up 

to its standards. Association 

spokesman John Rawcliffe 

said the industry had taken 

leadership in establishing 

its own standard, which was 

generally already accepted by 

industry and overseas markets. 

“In my mind the job has 

been done positively and constructively 

with respect to protecting 

NZ Inc. and any disruption 

to that risks broadening 

the definition of Manuka 

will be unhelpful,” he said. 

“I just hope the ministry 

has taken on board the large 

number of science-based 

results to ensure continuity for 

the industry.” 

Rawcliffe said processors 

were particularly irked by MPI 

failing to share the full scientific 

background of its tests 

with them, yet expecting them 

to submit on that test. 

“We are basically being 

expected to enter submissions 

in a void, and those submissions 

will equally be reviewed 

in a void.” 

Wendy Mossop of Bay of 

Plenty producer Mossop’s 

Honey urged MPI staff, once 

they had read the submissions, 

to sit down with the industry 

to discuss what its plans were 

for the standards. 

“Rather than several 

months to a year, MPI is 

expecting them to be in place 

within weeks,” she said. “It 

is very rushed, and they risk 

Mossop’s Honey’s Wendy 

Mossop: MPI needs to 

take its time and get the 

standards right. 

compromising the value of the 

standards here and overseas if 

they mess this up.” 

Particular concerns include 

the use of certain chemical 

markers in the MPI test, and 

the low threshold for multi-floral 

honeys containing 

Manuka. This included 

Kanuka honey, which could 

pass the Manuka definition, 

producers say. 

The MPI tests have also 

proven to deliver “false-positive” 

test results for non-Manuka 

honey, and to have failed 

to identify high UMF Manuka 

as even being Manuka honey. 

Victor Goldsmith, interim 

chairman of the Ngati Porou 

Miere Manuka partnership, 

said he hoped MPI had listened 

closely to the concerns 

raised over the standards it has 

developed. 

“We really will not know 

until MPI comes back with a 

decision on the submissions. 

MPI has been talking the talk 

about listening to our concerns. 

We have made it clear 

to MPI it needs to get this 

right.” 

Honey processors have 

claimed Chinese Manuka 

importers were putting pressure 

on MPI to get the standards 

in place, or else New 

Zealand risked a loss of market 

access. MPI has denied 

that this threat exists. 

“They have been looking 

at this from the scientific view 

and not understanding the consumer 

view on Manuka honey 

as well,” said Goldsmith. 

“We will not be rushed into 

a position of accepting these 

standards just because a major 

trading partner has threatened 

to close the door on it.” 

Goldsmith said for iwi 

honey producers on the East 

Coast, the proposed MPI 

standards represented some 

real threats to their viability. 

One producer has found its 

high grade UMF 20 Manuka 

honey failed the MPI test for 

purity. 

“For us on the East Coast 

with high grade Manuka this 

is a real problem. We have 

UMF20 honey and know the 

value of that honey. You could 

potentially wipe millions of 

value off the regional economy 

if that honey is devalued.” 

Honey producers are especially 

concerned because 

MPI’s standards risk cutting 

across another area it is tasked 

with overseeing, namely 

regional development programmes 

that often incorporate 

Manuka honey as part of 

that development. This is the 

case on the East Coast, Eastern 

Bay of Plenty, Northland and 

Central North Island. 

In response to increasing 

processor concerns over 

the validity of the tests, MPI 

emailed a response to the 

industry in late May. The letter 

reiterated MPI was confident 

the test methods were accurate 

and sound. Unexpected results 

were attributed to sampling 

errors or laboratory practices. 

Apiculture NZ chief executive 

Karin Kos said the industry 

group had submitted on 

the tests. 

“We did not think the tests 

were quite there yet, and we 

all want to have a robust definition. 

There is still work to 

do there.” 

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How temp workers can add 

value to your business 

HUMAN RESOURCES 

> BY KELLIE HAMLETT 

Director, Recruitment & HR Specialist, Talent ID Recruitment Ltd 

There tends to be some big 

misconceptions around the area of hiring 

temporary workers in your business. 

If you are keeping an eye on 

HR and employment trends, 

then you will know that 

there has been a large focus 

around a contingent-flexible 

workforce and work-life balance. 

The reality is that in 

2017 and beyond, your workforce 

needs to be flexible and 

reactive for optimal profits 

and success in a competitive 

and saturated marketplace 

such as New Zealand. 

The big misconceptions 

The most surprising fact to 

most people might be just how 

widely temporary employment 

is utilised across a wide 

range of industries and fields, 

from medical to creative services, 

project management 

and human resources, to technical 

and trade-related roles. 

There really are no barriers. 

There is this misconception 

that temp employees tend to 

be in roles such as receptionist 

or administrator. However, a 

temp can be as qualified as 

you need. They come from 

every industry and profession 

and can be as skilled, 

degree-qualified, or registered 

as required, with many adding 

value through their ability to 

slip into a new environment, 

team and culture with ease. 

Another myth is that temp 

employees cannot get permanent 

work and therefore 

must not be good employees. 

Again, this is a huge misconception. 

People choose to 

temp for all kinds of reasons. 

Whether it is because they 

have just moved to the region, 

or enjoy the freedom of knowing 

they are not tied down to 

a permanent role, they enjoy 

the variety and flexibility or 

for pure lifestyle reasons. 

Temporary workers are often 

actually the best employees 

because they get to have a 

large exposure to many different 

industries and workplaces, 

systems, and processes. They 

also come with the flexibility 

to work around your individual 

work-load requirements, 

and can be on-call on an as 

and when basis. 

Contingent-flexible 

workforce 

CareerBuilder found that last 

year (2016) 42 percent of 

companies planned to increase 

temporary hiring, with 43 percent 

hoping to transition temp 

talent to full-time superstars. 

Temp employees are being 

used by growing companies 

and more established businesses 

to jump over the skills 

gap and address needs head 

on. 

Having a temporary workforce 

can be hugely beneficial 

in terms of fluctuation 

for a business. Contingent 

workers, in a sense, are on-demand 

talent, the “Netflix” of 

the employment world if you 

like. Contingent workers can 

be characterised as temporary 

employees — they are not 

full-time employees of a company 

and once their project 

is finished, the contract has 

ended. 

To label them mere temps, 

however, discounts the full 

scope, high-tech nature and 

complexity of today’s on-demand 

workforce. After polling 

some 200 HR, procurement, 

and finance executives, 

research underscores the rise 

of the contingent worker 

class, specifically, finding: 

• 92 percent of enterprises 

indicated non-traditional 

staffing was a vital to moderate 

facet of their overall 

corporate strategy. 

• 32 percent of the average 

company’s workforce fell 

into the contingent or contract-based 

category. 

• In 2017, contingent workers, 

including independent 

contractors, statement-ofwork-based 

labour and 

freelancers, will account 

for nearly 45 percent of the 

world’s total workforce. 

How we can help 

From one day to one month or 

more, Talent ID has the ability 

to source staff from a wide 

pool of candidates covering 

a range of industries. If its 

flexibility you are after, or 

have a specific project you 

need resourcing for, Talent ID 

can take care of the people 

side of the business for you 

– leaving you free to do what 

you do best. 

Tips for setting up a small business 

There is no question that 

starting up a business is 

a bold move that requires 

everything from vision and 

passion to plain hard slog. 

And perhaps most importantly 

knowledge, which as we know, 

is power. 

This month, we offer some 

tips to help people thinking 

about setting up their own 

business. 

Knowledge. 

Thorough research before 

starting ensures you’re making 

the best informed decisions 

possible and reducing the risk 

of failure. More importantly, 

it usually means you will be 

ready to put mitigation tactics 

into your business or personal 

life to protect your future 

– such as insurance policies, 

buy-sell agreements, use of 

Trusts for asset protection, etc. 

Why are you doing this? 

It seems fairly obvious, but 

making a thorough analysis 

of the reasons for starting a 

business is a process that’s 

often overlooked. Sit down 

and define your reasons and 

specific goals, and then objectively 

assess whether or not 

your business plan is able to 

deliver on these goals. 

Your market. 

Know who your market is, 

how your product or service 

will meet the needs of this 

market, and what your point 

of difference is from other 

competitors operating in the 

market – both nationally and 

locally. Remember that marketing 

is about the four Ps 

– Product (or service), Price, 

Place and Promotion. 

Know your strengths and 

weaknesses. 

As a start-up business, you 

need to be able to leverage 

off your strengths and bring 

people into your business to 

fill the gap where weaknesses 

lie. Work with some friends 

on a SWOT (Strengths, 

Weaknesses, Opportunities 

and Threats) analysis to ensure 

you’re well-positioned to plug 

gaps and leverage advantages. 

MONEY MATTERS 

> BY STEPHEN GRAHAM 

Stephen Graham is director and managing partner at BDO Rotorua, 

Chartered Accountants and Advisers. To find out more visit bdorotorua.co.nz 

or email rotorua@bdo.co.nz 

Hard slog. 

Understand that a start-up 

venture will require you to 

work twice as long and hard, 

for half the pay – certainly 

over the short to medium term 

– to build a great business. 

Exit strategy. 

Before you get in, think about 

how you will get out. Work 

with professional advisors 

to develop an exit scenario 

that could include a strategy 

to cover any worst-case 

scenario, or simply a plan 

to ultimately sell or remove 

yourself from the day-to-day 

operations. 

Learning 

One of the best ways to learn 

is from those who’ve already 

trodden the path. So seek 

advice from those who already 

in business and doing it well. 

Join your local Chamber of 

Commerce and local business 

discussion groups and networks. 

Expert advice. 

Be willing to invest in a business 

advisor to ensure you’re 

making smart decisions from 

the outset. You need a trusted 

business partner, so choose 

based on both their skills and a 

good personality/values fit. 

Finance & structure. 

Consider the capital structure 

and funding of working capital 

very carefully. Too many 

businesses fail from being 

under-capitalised. The structure 

you choose – whether 

it is a trust, company, partnership 

or sole operator – 

will provide different tax and 

legal benefits, depending on 

the nature of your business. 

It pays to get advice on this 

matter. 

Plan, perform, measure. 

Set realistic goals for your business 

for the first three years 

and measure your performance 

against these goals. 

Commitment and resilience. 

Finally, remember that successful 

entrepreneurs are all 

extremely persistent. They have 

good reasons to believe in their 

offering, and they find ways to 

navigate through obstacles.


What businesses can learn from NZ’s 

America’s Cup win 

CORPORATE INSIGHT 

The stunning win by Emirates Team 

New Zealand at the America’s Cup has 

understandably been met by jubilation 

nationally, and of course in Tauranga, home 

town of winning helmsman Peter Burling. 

But aside from any economic 

or other returns 

to come from showcasing 

our technology and boatbuilding 

skills, and hosting the 

next cup, ETNZ’s result has 

some great lessons for anyone 

involved in helping to create 

and sustain a business. And 

indeed for anyone wanting to 

achieve a personal goal. 

It is now accepted, both 

locally and by ETNZ’s competitors, 

that the New Zealand 

team won against incredible 

odds and against much 

more lavishly funded campaigns. 

As Jimmy Spithill 

The advantages of professional management for 

commercial property owners 

Out of town investors 

often purchase investments 

outside the cities 

or towns they live and would 

usually invest in to provide 

them with more opportunities 

and more favourable yields. 

Managing a property under 

and Larry Ellison found out, 

it’s not always possible to 

continually screw the scrum, 

bully, or successfully buy your 

way to a win. 

So what are the key lessons 

that business people can take 

away from the NZ campaign? I 

think they are as follows: 

• Set a very clear simple goal: 

Tell people you have done 

so - and not just any people, 

but specifically those 

who are interested and will 

influence, encourage, support 

and hold you to your 

goal ambition. 

• Know exactly who and 

these circumstances can be very 

daunting. More often than not, 

owners do not have any knowledge 

or relationship with local 

contractors when issues arise 

with tenants and the building. 

Lacking those relationships 

leaves landlords open to poor 

what resources you need 

and why: You need to know 

what specific and absolutely 

essential resources, relationships 

and processes are 

required as part of a team 

approach to goal achievement. 

• Engage with positive, 

experienced and successful 

industry people: Make sure 

you access wise mentors 

who have “been there, done 

that” across most or all of 

the areas of your endeavour. 

• Continually look for areas 

of improvement: Even if 

you are successful at each 

step along the way to your 

goal, keep making incremental 

imporovements. 

Continual tweaking toward 

perfection helps to gain 

competitive advantage at 

every turn. Remember that 

the perfect result is always 

the next one and is always 

just around the corner. 

• Involve everyone in the 

team: Ensure you use all 

of the resources of your 

team to identify potential 

strengths, weaknesses, 

opportunities for improvement. 

• Dare to be different: But 

don’t go out on a limb just 

for the sake of it. Know 

exactly what the desired 

competitive outcomes are, 

of each of your points of 

difference, and innovations. 

Actual, measurable gains 

and competitive advantage 

must be the outcomes of 

advice, poor workmanship and 

over charging. Without that 

preferred contractor relationship 

a lack of response times 

on urgent matters can arise. 

Owners start to realise that 

the distance between them 

and their investment property 

leaves them vulnerable to 

issues arising that they are 

either unaware of, or cannot 

keep a close watch on. 

Once investors have settled 

into the benefits of having 

their property professionally 

managed, many are deciding 

> BY ROSS STANWAY 

Ross Stanway, the former long-term chief executive of Realty 

Services and Priority One, has been an active member of the Bay 

of Plenty business community for over three decades. 

your points of difference. 

• Know your competition: 

Understand what needs 

to be done, what must be 

done, what will be done, in 

order to beat the competition. 

• Maintain absolute focus: 

Stay locked on your plan 

and any factors that require 

it to be amended - remember 

that it is your team, 

your way, your gains, your 

competitive points of difference, 

but take into account 

the conditions, the competition 

and any “rules” of the 

game. 

• Have contingency plans: 

to bring their other properties 

into the management portfolio 

to ensure their house is in 

order should ill health strike. 

Sudden death or long-term 

illness is stressful enough for 

families without having to try 

and take over management of 

their loved one’s investment 

portfolio. They believe this 

will create panic and stress for 

Make sure you have options 

to cope with the “what 

ifs” for when things don’t 

go according to plan, or 

for when the unthinkable 

becomes a reality. 

• Be resilient: You need to 

maintain quiet, but resolute 

confidence underpinned by 

total self belief to have the 

ability to get up off the 

canvas if you’re knocked 

down. Understand you are 

only as good as your next 

performance. 

And finally - Innovate, 

Adapt, Train and Put into 

Practise, then repeat. It worked 

for ETNZ. 

their already struggling family 

members. 

Professional management 

will keep the properties running 

smoothly, income coming 

in and data and accounts readily 

accessible for family members, 

accountants and lawyers. 

Is now the time to start 

thinking commercial property 

management? 

Commercial 

Property 

Management 

Bayleys Commercial Property Management covers both commercial 

and industrial across the Bay of Plenty and New Zealand. Situated 

in the middle of what is considered to be the Golden Triangle of 

investment property is our results driven team. 

We understand that to maximise the return on your property 

you need: 

Professional property management 

A business partner that understands your investment, 

views and goals 

SPEAK TO BAYLEYS TODAY 

Jan Cooney 

Senior Commercial Property Manager 

B 07 579 0609 M 027 408 9339 

jan.cooney@bayleystauranga.co.nz 

Brodie Thomas 

Commercial Property Manager 

B 07 579 0608 M 027 746 9218 

brodie.thomas@bayleystauranga.co.nz 

247 Cameron Road, 

Tauranga 

Success Realty Ltd, Bayleys, 

Licensed Under The REA Act 2008


Great journeys to keep 

New Zealand moving 

At the trAnsport Agency our focus is on providing 

one integrAted lAnd trAnsport system thAt helps 

people get the most out of life And supports business. 

It’s about looking after the transport system with our partners, today and 

for the future. We continue to innovate to make sure it is efficient and 

sustainable, and unlocks opportunity. 

The Bay of Plenty is a key part of the Upper North Island, which is home to over 

half of New Zealand’s population, employment and GDP, and this is expected 

to keep growing significantly. On behalf of the Government, we invest and 

work with our partners to deliver an efficient, reliable and safe transport 

system, which includes walking and cycling networks and public transport. 

Work We Are involved in: 

Public transport in Tauranga 

SH2 Waihi to Tauranga business case 

SH2 / SH29A Baypark to Bayfair link upgrade 

SH29A Maungatapu underpass 

Connect Rotorua business case 

Tauranga Northern Link 

SH29 Tauriko Network Plan 

SH29A Poike Road cycleway 

Urban cycling programme, eg: the Omokoroa to Tauranga cycleway 

This work all contributes to targeting rapid growth, connecting and developing 

the region, and keeping people safe. 

To find out more 

NZTAWaikatoBOP @NZTAWaiBoP www.nzta.govt.nz/bop

BAY OF PLENTY BUSINESS NEWS July/August 2017 9


Kiwifruit growth could 

pressure Bay of Plenty 

infrastructure 

The strong growth prospects for the 

kiwifruit sector predicted in a University of 

Waikato report have been met with some 

caution around the findings from industry 

players in Bay of Plenty. 

By RICHARD RENNIE 

The report compiled by 

University of Waikato 

professor of business 

Frank Scrimgeour estimates 

the sector will generate an 

additional 29,000 full-time 

equivalent jobs over the next 

13 years, on top of the 11,000 

jobs already existing in the 

sector. 

The report estimates kiwifruit’s 

contribution to the 

national economy will swell 

out to $6.14 billion by 2030, 

two and half times more than 

the $2.6 billion it contributes 

today. But with this projected 

growth come some significant 

demands upon infrastructure, 

water, land and human 

resources. 

New Zealand Kiwifruit 

Growers Incorporated chief 

executive Nikki Johnson said 

NZKGI would be having a 

good hard look over the numbers 

in the report. 

She acknowledged the sector 

was already having some 

issues around labour, particularly 

seasonal demands for 

pickers. And as the volumes 

of SunGold crop ramped up 

with the 400ha of additional 

licensed area coming on 

stream from next season, this 

was only likely to increase. 

“The numbers do not surprise 

me, but given the growth 

projections it will require even 

more people,” says Johnson. 

“It does give us more 

ammunition to take to central 

government should we have to 

look at seeking an increase in 

the number of migrant workers 

we require. The horticulture 

industry has been doing 

some good work to estimate 

our future needs and is just 

updating the data now.” 

The Recognised Seasonal 

Employer scheme, which enables 

overseas workers largely 

from the Pacific Islands to 

come to New Zealand to work 

in the horticultural sector, has 

recently been increased from 

9500 to 10,500. 

The kiwifruit sector is not 

a huge user of RSE staff. Last 

season 5000 New Zealanders 

accounted for 8000 of the seasonal 

jobs, with about 1000 

jobs filled by international 

students, a similar amount 

from working visa workers, 

and RSE workers accounting 

for the remainder. 

“We may have to utilise 

more of the RSE workers 

in the future, but we would 

have to provide a good case to 

government to do that,” said 

Johnson. 

While students, tourists 

and RSE workers may provide 

the resources for seasonal 

picking needs, Johnson 

said there were specific skills 

required for other seasonal 

work, particularly pruning. 

“It is an important part 

of orchard management that 

impacts upon crop quality and 

yield, and requires developing 

skills to do it properly.” 

Johnson said she did not 

see a lot of restrictions around 

land availability for development, 

particularly through the 

eastern Bay of Plenty district 

and on down through East 

Coast-Hawke’s Bay. 

“Labour and water are really 

our two key areas of focus. 

We are working with the Bay 

of Plenty Regional Council 

on managing water resources 

NZKGI’s Nikki Johnson: 

Labour and water are two 

key areas of focus. 

efficiently for the sector.” 

The report attributes much 

of the sector’s strong future 

growth to one variety of kiwifruit, 

SunGold, and estimates 

without it the growth would 

be only half the 2030 projections. 

Johnson cautioned that 

growers needed to remember 

they were working in a biological 

system that had been 

hit once before with a disease 

that brought severe consequences, 

and to remember 

lessons learned from the Psa 

outbreak. 

“I am a bit nervous about 

that [(reliance]. We are working 

with Zespri on continuing 

to ask the questions on licence 

release for SunGold. Clearly 

it is a demand-driven crop, 

with more wanting the crop 

than can get it. We do not want 

to release a lot of licences to 

drop the value of the fruit. But 

we feel Zespri is being relatively 

conservative about it.” 

The report promises Maori 

will also get to share in the 

returns, with the rising tide 

lifting Maori returns in kiwifruit 

from today’s $271 million 

a year to $638 million a 

year by 2030. 

The Bay of Plenty region 

includes some of the largest 

areas of Maori-owned 

land suitable for kiwifruit 

production. 

Bay of Plenty Maori wages 

and salaries earned in the sector 

are set to double from $22 

million to $52 million a year 

in that time. 

TeHoripo Karaitiana, chief 

executive of Maori-owned 

kiwifruit company Te Awanui 

Hukapak, said much of the 

growth projected in the report 

was being driven by the popular 

SunGold variety. 

“Those areas of the Eastern 

Bay of Plenty, and the East 

Coast-Wairoa districts have 

land that has been identified 

as very suitable for early start 

high value SunGold crops,” 

said Karaitiana. 

The deep alluvial soils of 

the East Coast region promised 

good potential for the 

high value crops over significantly 

lower value maize. But 

he was aware of the need for 

greater skills in the sector for 

Maori to reap all the benefits 

the fruit could bring. 

“Skills training is an industry-wide 

issue and we need to 

get more initiatives in place to 

address this. We have developed 

a Kiwi Leaders’ programme 

focused on Maori, 

but we need a concerted effort 

behind that.” 

He said central government 

buy-in on training 

was also essential, and fitted 

with the government’s 

desire to encourage regional 

economic development. “But 

you also need scale and you 

need infrastructure behind 

those orchards to bring jobs 

as well.” 

Zespri’s innovation manager 

Carol Ward acknowledged 

the pressure the growth would 

bring on staffing. 

“But I think the industry 

is looking hard at ways we 

can improve our efficiency 

through technology to reduce 

that drain on seasonal work 

requirements.” 

She said post- harvest processors 

have been making significant 

investment in infrastructure 

and pack house technology. 

Robotic harvesting 

is also being developed, and 

is estimated to be two years 

from commercial release. 

“I think the industry is only 

becoming more resilient and 

robust. We have a positive 

market for SunGold, but we 

are still investing significantly 

in red kiwifruit, and a new 

green variety that has a sweeter 

flavour and ripens more 

easily.” 

KIWIFRUIT’S FUTURE 

– THE NUMBERS 

Generates 10,760 jobs in BoP, 2475 Maori jobs. 

Additional 29,000 jobs to be created nationally by 

2030. 

SunGold variety is driving more than 75 percent of 

projected growth. 

Contribution to GDP is $2.6 billion, projected to lift to 

$6.14 billion 2030. 

Contribution to BoP GDP expected to lift from $867 

million today to $2 billion by 2030. 

Edgecumbe businesses rally back 

By KATEE SHANKS 

Edgecumbe businesses are 

rallying in the aftermath 

of the flood with many 

back trading – albeit in different 

locations. 

Eastern Bay of Plenty 

Chamber of Commerce chief 

executive Gerard Casey said 

three businesses had been 

approved to receive money 

from the Ministry of Business, 

Innovation and Employment 

fund established to help 

flood-impacted companies 

“get up and running”. 

“Three applications have 

been granted, a fourth is being 

reviewed and a further 25 

are currently going through 

the application process,” said 

Casey. 

There had been complaints 

regarding the robust evaluation 

process, but business owners 

were being guided through the 

list of criteria, he said. 

“I’m confident we have 

reached everybody we needed 

to, from here it is following 

through with things until 

achieving a result.” 

Acknowledging that 

the continued closure of 

Edgecumbe’s Riverslea Mall 

had created a “hole” in the 

community, Casey said a 

rebuild tender had been 

accepted and work is expected 

to begin soon. 

“I really do believe we’re in 

a good place right now. Many 

businesses have been able to 

begin trading – things are ticking 

along nicely.” 

Some companies have had 

to move out of town. One 

example is Nexus Signs, which 

was set up by owner Kyle 

Stevenson in Edgecumbe six 

years ago. The first three years 

he was based out of Peppers 

Building Supplies, and after 

that from a large shed at the 

back of his College Rd home. 

Unfortunately his home 

was located directly opposite 

the breach and was one of the 

properties to bear the brunt of 

floodwater. All he walked out 

with, was his dog. 

“Really early on I knew 

I had to get motivated and 

become operational,” said 

Stevenson. “To be honest, I 

didn’t get a lot of help, but 

I had contracts to fulfil and 

a staff member [Lincoln 

Edwards] relying on me for 

his wage.” 

Stevenson said it was fortunate 

one of his clients had an 

empty building in Kawerau. 

“He offered it to me and said I 

could hold off on the rent until 

I was open.” 

It took Kyle and Lincoln 

“a while” to get the former 

mechanics workshop up to 

scratch, but they are happy to 

be back in business. 

Meanwhile, it’s been a hard 

slog from the BayVets and 

Vets4Petz team who worked 

round the clock to re-open 

the doors of their Edgecumbe 

business. 

Last month, the hard work 

was evident when BayVets and 

Vets4Petz put out the welcome 

mat to their temporary premises 

on College Road, next to 

Rangitaiki Home Kills. 

During the first few days 

it was just products from the 

shop available to customers, 

but the vets are now operational 

from the premises. 

Business owner John Dillon 

said it had been important to 

his team to be back in the 

township and serving regular 

clients. 

“Edgecumbe is our head 

office and we really want it to 

stay that way,” he said. 

Vets Erin McDonald, Donna Greene and John Dillon 

are pleased to be back in business in Edgecumbe. 

Nexus’s Kyle Stevenson and 

Lincoln Edwards are now 

operational in Kawerau.

BAY OF PLENTY BUSINESS NEWS July/August 2017 

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12 BAY OF PLENTY BUSINESS NEWS July/August 2017

13 

Mataatua manager William Stewart 

outside the historic wharenui. 

Kia Ngawari offers cultural 

capability building for corporates 

The Maori economy is fast becoming a 

powerhouse of the New Zealand economy. 

Businesses, particularly in post-settlement 

regions, are having to engage with and 

work within, Maori environments. 

By KATEE SHANKS 

For many, engaging within 

the emerging Maori 

economy can be a 

daunting task. But a wananga, 

Kia Ngawari, offered at 

Whakatane’s Mataatua – Te 

Manuka Tutahi Marae aims to 

equip employers and employees 

with the tools, skills and 

knowledge needed to competently 

engage with Maori 

stakeholders in both formal 

and informal settings. 

The programmes will take 

place within the Mataatua 

Wharenui, New Zealand’s 

only repatriated and most travelled 

meeting house. Built in 

1875, Ngati Awa offered the 

house to Queen Victoria as her 

Whakatane home-away-fromhome. 

While the Queen didn’t 

ever come to New Zealand, the 

wharenui eventually ended up 

in London and was visited by 

King George and Queen Mary 

in 1924. 

Not long after the 24 metre 

long, 12.5 metre wide, 7.5 

metre high meeting house was 

completed, it was shipped to 

Sydney, then Melbourne, then 

London, each time representing 

its country of origin. 

When returned to New 

Zealand, Mataatua spent 

70 years in Dunedin before 

it finally came home to 

Whakatane and was restored 

on the original build site, ready 

to share its story. 

Mataatua manager William 

Stewart believes the location 

is ideal. 

“Our sacred ancestral taonga 

provides the perfect setting 

for people to relinquish their 

anxiety of making a mistake,” 

said Stewart. 

The Kia Ngawari concept 

stemmed from the desire to 

provide a programme that 

teaches people the tools to be 

comfortable working within 

a Maori environment. “It 

shouldn’t be the thing that 

scares you the most, it should 

be something enjoyable.” 

Since taking on the manager’s 

role 12 months ago, 

Stewart said he recognised 

employees at Mataatua had a 

very diverse skillset and he 

wanted to leverage those by 

developing additional product 

offerings. 

“We aim to provide a safe, 

welcoming and inclusive environment 

where participants can 

increase their knowledge of the 

Maori world, view important 

cultural concepts, teach local 

Maori history and the Treaty 

of Waitangi.” 

Award-winning digital 

experience Hiko: Legends 

carved in light, is included in 

the Mataatua Express Tour 

and the Mataatua Cultural 

Immersion Experience. 

“When people leave we 

want them to have an understating 

of powhiri, to have learned 

the significance of pepeha and 

know their own, learned the 

significance of waiata, have an 

understanding of nga tikanga 

o te marae and of the principle 

of the Treaty of Waitangi. Also 

a first-hand familiarity with 

some traditional and contemporary 

Maori kai.” 

The first Kia Ngawari 

wananga is to be held in 

July and will be available on 

demand. 

Staying on top of technology changes - Part 1 

As we know, technology 

changes at an exponential 

rate, what with 

knowledge sharing, machines 

teaching machines and the continuing 

evolution of the internet. 

How do you determine the 

best practice for your industry 

or business? Sometimes it’s 

difficult even for the tech professionals 

to keep up with the 

pace of change. 

As service professionals, 

business leaders - and readers 

of articles in business publications 

- you need to focus time, 

energy and other resources on 

knowing your industry, doing 

what you are good at, with 

your employees doing what 

they were employed to do. And 

remembering why you started 

the business in the first place. 

Often all this activity means 

that other parts of the business 

may not get the attention 

they require. Over my next two 

columns I will be highlighting 

some effective technology 

practices that we have seen get 

overlooked. Let’s start with the 

following: 

• The cloud is not for everyone: 

Many times, we hear 

of businesses saying “we 

need to go cloud” or which 

are running cloud-based 

services that are not suitable 

for their business type. 

There are many benefits to 

the cloud and established 

businesses need to weigh 

up many elements before 

looking at this option. First 

make sure you have the 

discussion over whether 

cloud or “off premise” vs 

“on premise” is best. For 

example, a manufacturing 

business that is reliant on 

production and connectivity 

may not be the best to go 

to cloud if lag, or risk of 

non-production is a costly 

exercise. Security and risk 

profile exposure also comes 

into play. 

• Not knowing the risks, 

poor backup strategies 

and lack of disaster recovery 

plan: There are many 

solutions available and you 

can ask three different IT 

vendors and get three different 

solutions. Knowing your 

risk profile, what you are 

comfortable with, what you 

can afford or get away with, 

and what you are insured 

for, vs what the benefits of 

a solution, can make this 

decision more informed 

and create less headaches, 

frustration and worries. The 

lack of a disaster recovery 

plan is a common problem 

for many SMEs. Operating 

from your local café may 

become a disaster if all 

your data becomes corrupted 

by a virus or malware. 

Remember that cloud- based 

storage on your PC involves 

synchronisation, and is not 

a true backup, so your risk 

profile and disaster recovery 

plan can affect your 

insurance cover and ability 

to continue to do business. 

Are those backups on your 

removable hard drives in 

your handbag working? 

When was the last time you 

tested them? 

• Security failures: Small 

businesses frequently fail 

to take into account security 

issues. Organisations 

either don't recognise the 

risks, or don't take them 

seriously. This is changing 

with recent events, but 

there are still large misconceptions 

around security 

out there. Businesses 

don't need to have a high 

profile to become a target, 

either. Hackers have created 

innumerable automated 

programs that scour the 

Internet 24 hours a day, 365 

days a year, seeking poorly 

secured systems, and networks 

to infect and exploit. 

Unfortunately, businesses 

everywhere are falling victim 

to compromised systems, 

robotic attacks, identity 

and data theft, and more. 

All of which can result in 

security crises that result in 

bad press, lost sales, and 

forfeited customer trust. 

Fortunately, completing 

simple steps such as password 

control, firewalls, 

antivirus management, 

guest accounts, IT governance 

and regular security 

audits, helps small businesses 

to prevent security failures. 

• Planning and design: A 

home is built via a plan and 

design and materials are not 

procured or supplied before 

the plan is made. The same 

TECH TALK 

> BY TONY SNOW 

Director Stratus Blue Ltd. Tony@stratusblue.co.nz | Mobile 

022 122 8669 T 07 777 0010. 

is the case for technology 

solutions. Many projects 

fail due to no, rushed or 

improper planning phases. 

This is a vital piece of the 

puzzle, which can be 30 

percent of the investment 

required. Without planning, 

the variations can easily eat 

into a project and budget 

and time never gets met. 

• Insufficient technical support: 

As Kiwis, we have 

the DIY attitude. But there 

are times when DIY is good 

and times when it isn’t 

cost-effective, especially if 

your personal hourly rate 

is high. Many organisations 

go without technical support, 

relying instead upon 

an employee whose love of 

Battleground or Call of Duty 

make them the local office 

IT guru. Other organisations 

may depend upon a staffer's 

friend or relative to provide 

technology advice or assistance 

when critical systems 

fail or slow unacceptably. 

Downtime is commonly not 

factored into Technology 

costs, eg, the time that production 

was down for four 

hours due to IT not working, 

so how many staff and their 

hourly rate also needs to 

be factored in for complete 

technology budget spend 

evaluation. 

I will be looking other ways 

you can make better use of 

technology next month. 

And remember, as Bob 

Dylan once said, “A man is 

a success if he gets up in the 

morning and gets to bed at 

night, and in between he does 

what he wants to do.” Make 

sure you do what you want to 

do, and get assistance for things 

that you don’t.


Stratus Blue is your 

premier partner for 

technology solutions. 

We provide transparent, budget-friendly service options, 

personable staff and commitment to the business community. 

Technology has become the essential 

third element of professional service 

outsourcing, alongside legal and 

accounting teams. Stratus Blue reduces the 

headaches, downtimes and frustration that 

can accompany the growth of complexity in 

business technology. 

Our name comes from the Stratus cloud 

formation, the low grey cloud that is usually 

filled with Rain or Snow. Stratus Blue leads 

its clients into clear blue skies, enabling 

them to do what they need to do, without 

worrying about how the technology works. 

We know how to translate geek-speak into 

human terms that anyone can understand. 

With Stratus Blue, it’s not Strat I, Strat U or 

Strat Me - it really is Strat US. 

Stratus Blue has a team of specialists 

who can provide all things IT-related. 

Technology support for business is a vast 

and constantly evolving field. Having the 

right people on hand enables us to reduce 

overheads, meaning we can provide a 

premier service to our clients at a lower 

cost to them. 

We have a great mix of staff from different 

backgrounds, from recent graduates to 

experienced professionals, and across 

most operating system platforms. 

“What marks Stratus Blue out is 

that their whole team gets involved 

and participates in networking and 

other opportunities the Chamber 

has to offer. They have been great 

sponsors and supporters of our 

small business breakfasts and 

training.” 

STAN GREGEC: CEO, TAURANGA CHAMBER 

OF COMMERCE 

To enhance customer service, Stratus Blue 

has employed members of the team who 

were previously highly regarded in-house 

staff members from business sectors 

including hospitality and banking. 

“Decisions on hardware and 

solutions to technical issues to 

do with legacy systems and future 

projects have been resolved 

rapidly and with excellent 

attention to detail. I have no 

hesitation in recommending 

Stratus Blue to other businesses 

for your IT needs.” 

DR RICHARD THURLOW: 

CEO, WAIPUNA HOSPICE 

About Stratus Blue 

Stratus Blue had its origins as the businessto-business 

arm of long-established 

Tauranga Technology Company. Born in 

the era of cloud computing with a focus on 

excellence in customer service, proactive 

support and technology leadership, Stratus 

Blue have become one of the preferred 

outsourced technology providers in the region. 

It is not Strat I, 

Strat YOU, or Strat ME… 

It really is Strat US. 

Eric Smith and Tony Snow joined forces 

in 2016 to take Stratus Blue to the next 

level. Eric, originally from Auckland, and 

Tony, schooled and raised in Tauranga, 

provide a great mix of expertise. Eric has 

had 20 years of technical IT experience, 

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brings corporate strategic thinking to the 

SME technology market. 

“Stratus Blue manage all our 

technology systems. They provide 

instant response to problem solving. 

We feel safe and secure with 

their security monitoring. Regular 

management meetings mean we 

are always one step ahead of any 

potential issues arising. Tony and 

his team believe in the value of 

close client relationships.” 

PAUL HEWITT: MANAGING DIRECTOR, 

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FROM THE GROUND UP 

Cheal’s team brings expertise 

to development of Te Puia site 

Te Puia is one of the oldest of New 

Zealand’s tourism attractions and is the 

home of the NZ Maori Arts and Crafts 

Institute. 

By NICK DAVIES 

Nick Davies is a registered 

professional surveyor and 

Cheal’s regional manager for 

Rotorua/Bay of Plenty. 

The site was selected in 

1963. The location adjacent 

to Whakarewarewa 

Geothermal Valley meant there 

were already established tourism 

flows. The New Zealand 

Maori Arts and Crafts Institute 

(NZMACI) operates the 

national wananga (schools) of 

wood carving, stone and bone 

carving and weaving. The 

institute also operates a school 

for waka building and navigation 

in Northland, as well 

as having a fully operational 

bronze foundry onsite. 

To enrich the visitor 

experience and support 

the ongoing promotion of 

Maori arts and crafts, two 

new buildings are currently 

under construction. The new 

wananga will bring together 

the various wananga under 

Image courtesy of Te Puia. 

one roof. A ta moko studio 

as well as a taonga viewing 

gallery will also be added. 

The new buildings will enable 

visitors to get up close to the 

action. The new restaurant will 

overlook the Whakarewarewa 

Geothermal Valley and 

provide an up-to-date and 

multi-purpose function area 

that delivers Maori inspired 

cuisine. 

Cheal is a multi-disciplinary 

consultancy specialising 

in engineering, surveying 

and planning and has offices 

throughout the central north 

island from Hamilton to Napier 

and Bay of Plenty (Rotorua 

and Ohope). A long-standing 

relationship between Te Puia/ 

NZMACI and Cheal’s predecessor 

in Rotorua, Canmap 

Hawley, meant that when the 

time came to start the proposed 

new developments at 

Te Puia a call to Cheal was 

the logical choice due to their 

prior knowledge and planning/ 

surveying undertaken on the 

site. This was further enhanced 

by the capability and experience 

of Cheal’s geotechnical 

engineers in Rotorua, who 

were called upon to provide 

specialist advice for the new 

buildings. 

Cheal employs an expert 

team with a broad range of 

professional abilities, specifically 

with an emphasis on 

land development. This enables 

them to work across the 

regions on a vast range of projects 

from regional planning 

Image courtesy of Te Puia. 

to ski field lifts, geothermal 

power stations to multi lot subdivisions, 

and scanning of heritage 

buildings and electrical 

substations. 

Te Puia sits within a geothermally 

active area, which 

includes the world-renowned 

Pohutu Geyser. Numerous 

surface features are located 

in and around the building 

sites. The underlying strata 

of the site includes layers 

of unconsolidated ash, veins 

of loose pumice and geothermally 

altered clays and sediments, 

all of which sit over 

the Whakarewarewa Thermal 

Reserve (hot ground with sur- 

face features of hot water, boiling 

mud and steam vents). As 

such, there were a number of 

safety features built into the 

below ground investigations. 

However, the recovery of suitable 

soil samples for use in 

subsequent lab analysis was 

understandably problematic. 

The skills and judgement 

of Cheal’s senior geotechnical 

engineers were put to 

the test with a wide variety 

of sampling and analysis 

undertaken. This provided the 

most complete and accurate 

“picture” of the strength of 

the shallow crust, allowing 

structural engineers to design 

the foundations. 

Cheal also designed the 

enabling works for the new 

pedestrian entry to Te Puia 

from the southern carpark. 

This consisted of a new tunnel, 

ramps and integration with the 

truck delivery area to the south 

of building. The works also 

facilitated the smooth and safe 

passage of visitors to Te Puia 

through the site during construction. 

It is pleasing now to see the 

buildings taking shape on-site. 

The programmed opening date 

of the Wananga is end of 2017. 

Image below, courtesy of 

Allistar Cox Architects. 

engineers | surveyors | planners 

Ph: +7 349 8470 

www.cheal.co.nz


Giving Hauraki iwi rights in Tauranga could 

change the nature of local development 

The past month has seen a series of protests by Tauranga 

Moana’s three iwi - Ngāti Ranginui, Ngāi Te Rangi and Ngāti 

Pūkenga - who are strongly opposed to a government decision 

to grant Hauraki iwi rights under the framework of the Tauranga 

Deed of Settlement. The decision has significant implications 

for local development, which are addressed in the opinion piece 

below by Del Carlini. 

The protests have included 

a hikoi involving 

some 500 local iwi, following 

harbour blockages and 

OPINION 

other protests. 

Graham Cameron, of Ngati 

Ranginui, said in a Bay of 

Plenty Times report that none 

of the Treaty settlement bills 

involving the three iwi had 

gone through Parliament, partly 

because of hold-ups with 

the harbour Deed of Settlement 

because Hauraki wanted to be 

included. 

Although Tauranga 

acknowledged Hauriki iwi had 

interests in the region, Hauraki 

was trying to assert they had 

rights, said Cameron. 

Local iwi have said the 

government is attempting to 

restructure the tribal make-up 

in Tauranga by introducing 

Hauraki tribes into Tauranga 

political structures. 

“Those rights that they're 

seeking would put them on 

an equal status with the three 

Why Tauranga Moana iwi oppose Hauraki’s 

inclusion in their Deed of Settlement 

Tauranga moana who have 

been here forever," says Ngai 

Te Rangi chairman Charlie 

Tawhiao. 

The protests are aimed at 

sending a message to Cabinet 

that Minister Chris Finlayson 

and some of his officials are 

taking Treaty negotiations on a 

pathway to ongoing disruption, 

uncertainty and damage to the 

economy. 

"Ngai Te Rangi has a case 

for urgency before the Waitangi 

Tribunal about this matter and 

any signing would be aimed at 

circumventing that legal process," 

says Tawhiao. 

A spokeswoman for the 

Minister of Treaty Settlements 

Chris Finlayson said proposed 

arrangements for the Tauranga 

Moana Governance Group 

(part of the Tauranga Moana 

Framework) would provide for 

four seats for Tauranga Moana 

iwi, one seat for iwi of Hauraki 

(and any other iwi with recognised 

interests in the Tauranga 

Moana catchment) and five 

seats for local government. The 

spokeswoman denied that there 

had been any date set for signing 

a deed for Pare Hauraki. 

By DEL CARLINI 

Dr Del Carlini is a strategy 

specialist. He is of Ngai Te 

Rangi descent. 

The imminent signing of 

a Treaty deal that would 

give rights in Tauranga 

to 11 additional iwi from as 

far away as South Auckland, 

Maretai, Thames, Coromandel, 

and the Hauraki Plains, is 

likely to change the nature of 

building and property development 

in Tauranga. 

The move being pushed by 

Treaty Negotiations Minister 

Chris Finlayson mirrors a similar 

change made in Auckland 

in 2009 where the same 

Hauraki iwi were given rights 

in Auckland. That angered the 

existing central Auckland iwi 

Ngati Whatua Orakei, who 

have stated publicly that the 

policy is hurting homeowners 

and developers. 

Those rights that 

[Hauraki are] seeking 

would put them on an 

equal status with the 

three Tauranga moana 

who have been here 

forever." 

- Ngai Te Rangi 

chairman Charlie 

Tawhiao. 

In Auckland it is now 

commonplace for homeowners 

to be required to engage 

with between five to 19 iwi 

when undertaking even simple 

additions to their dwellings. 

Auckland Council gives 

a list of iwi who must be 

consulted to all homeowners 

wanting to build a deck or 

add a new room. Those iwi, 

some living as far away as the 

Coromandel, can charge fees 

for “cultural assessments” or 

“cultural monitoring” known 

to run into the thousands of 

dollars. Despite Ngati Whatua 

Orakei being the mana whenua 

in central Auckland (iwi with 

primary interests) and submitting 

against the practice to the 

Unitary Plan, it has no power 

to stop it. 

Ngati Whatua Orakei 

spokesperson Ngarimu 

Blair told media the central 

Auckland iwi has pushed back 

against the policy, saying it 

imposes extra costs, possible 

loss of value, and places significant 

constraints on home 

owners, developers and businesses. 

In Auckland, this creep of 

“rights” started with an additional 

five iwi from outside the 

region being given rights. That 

now sits at 19 iwi. There are 

no rules or guidelines on what 

will be in a cultural assessment, 

how much it should cost, 

or when it has to be delivered. 

Any of the 19 iwi can demand 

fees for cultural values assessments. 

While consultation 

is not mandatory, failing to 

engage risks a consent being 

declined. 

The Auckland experience is 

scary. Once Hauraki iwi got a 

foothold, they quickly gained 

control of iwi interactions with 

the Council. As a collective, 

they were able to force the 

introduction of a myriad of 

collective consultation bodies 

and advisory groups across 

council departments, into projects, 

committees, and Council 

Controlled Organisations. 

Meeting fees are charged to 

attend all of those meetings. 

At the top is the Independent 

Maori Statutory Board, set up 

to advise Auckland Council 

on Maori issues. That statutory 

board is funded to the 

tune of $3.5 million annually, 

with few outcomes. There is 

also now a push to develop an 

additional mana whenua advisory 

board over the top of the 

Statutory Board. 

Now I believe it is 

Tauranga’s turn. The three 

local iwi are furious that iwi 

from outside the area would 

be given rights. After being 

ignored by Minister Finlayson, 

they blockaded the harbour 

entrance and have mounted 

other public protests to bring 

attention to the looming debacle. 

For local Ngai Te Rangi iwi 

chairman Charlie Tawhiao, a 

big part of being mana whenua 

or being the local tribe, is to 

Ngai Te Rangi's Charlie Tawhio and Ngati Whatua's Naurimu Blair (below): Concerned at potential impact of "creep" of rights. 

live and breathe the community 

in which an iwi lives. 

He says Maori and 

non-Maori can agree or disagree 

about some things in a 

healthy democracy, but everyone 

is from here and cares 

about Tauranga. His concern 

is that he believes the Crown 

is trying to bring in groups 

who see Tauranga as a prize 

to plunder, rather than a place 

to protect, as has happened in 

Auckland. 

In Tauranga, the Hauraki 

collective is to be given a seat 

at the table with other iwi. In 

my opinion, this is likely to 

be just the beginning as local 

iwi believe they will continuously 

demand more, under the 

threat of legal action against 

any group that opposes them. 

Ngatiwai in Whangarei, 

alongside Ngati Rehua and 

Ngati Manuhiri, are fighting 

similar incursions from 

Hauraki iwi on Great Barrier 

Island, as is Ngati Haua in 

the Morrinsville and Matamata 

areas. Tauranga iwi are making 

a stand before this Hauraki 

wave hits.


Firestation move to 

new head office 

A growing appreciation for the value of 

professional business coaching translated 

last year into a 40 percent increase in the 

uptake of programmes offered by Rotoruabased 

business growth centre, Firestation, 

which has recently moved into new, larger 

premises. 

By VIV POSSELT 

Rachael and Darren 

McGarvie established 

Firestation three years 

ago, essentially to create a 

business hub incubator covering 

Bay of Plenty. Its name 

alluded to a focus on igniting 

growth, and the geographical 

preference aligned with their 

vision for the Bay to become 

the innovative and entrepreneurial 

heart of New Zealand 

business. 

The McGarvies are currently 

working with more than 

120 businesses in Rotorua, 

Tauranga Kawerau, Whakatane 

and Taupo. They’ve been 

instrumental in taking some 

of those clients from operations 

needing assistance to 

award-winning businesses. 

When they launched 

Firestation, it was as something 

of a prototype based in 

an office space roughly a third 

smaller than their new premises. 

The new base is fully 

equipped with 12 workstations 

and private meeting rooms, 

and has room to grow. The 

co-working space represents 

just 10 percent of the overall 

business. 

When initially founding the 

centre, the McGarvies pooled 

their combined 40 years’ corporate 

and business expertise, 

then elected to knit together 

under the Firestation brand the 

three different operations they 

were running at the time – 

managing a co-working space 

in Rotorua, business coaching 

and marketing. 

Rachael’s background in the 

latter has been across a broad 

range of public and private 

sector organisations in New 

Zealand and Australia, and led 

her to establishing her own 

marketing consultancy, which 

has since been amalgamated 

into Firestation. Over 20 years, 

she has honed a detailed understanding 

of how marketing 

strategies work for differing 

business needs. 

Before co-founding 

Firestation, Darren spent four 

years as Bank of New Zealand 

Darren and Rachael McGarvie in their new Firestation base in Rotorua. 

managing partner for the 

central plateau region, steering 

a well-regarded team. In 

addition, he was a Rotorua X 

Charitable Trust founder and 

inaugural board chairman - the 

Trust remains Firestation’s primary 

philanthropic endeavour. 

From 2013 to 2014, Darren 

was an Icehouse business 

coach for Bay of Plenty SME 

business owners, and says it 

was his enjoyment of that process 

prompted him to look for 

a longer-term connection to 

coaching. 

Together, they have steered 

Firestation to the point where 

it now covers the whole region, 

offering a suite of programmes 

incorporating leadership, governance, 

sales, business and 

financial coaching, and marketing. 

The aim is to help clients 

achieve their goals and develop 

the necessary expertise to drive 

success. 

“We’ve been coaching 

for three years, and that side 

now accounts for probably 90 

percent of the business,” said 

Darren. 

“Coaching is up by 40 percent 

in the last year alone, and 

we’re attracting more clients 

all the time. There is far more 

appreciation for the value of 

coaching and training today, 

not only for staff in a business, 

but for the business owners 

themselves.” 

The programmes provide 

owners with something akin 

to an aerial view of their operation, 

he says. “It gives them 

clarity and direction, it provides 

a sounding board so they 

don’t feel isolated, and it challenges 

them to do things they 

may not have thought about 

doing. It’s like therapy for businesses.” 

Firestation has also forged 

partnerships with organisations 

like Rotorua Lakes Council, 

Destination Rotorua, Enterprise 

Great Lake Taupo, and 

Kawerau Enterprise Agency. 

Those links create an exchange 

of ideas that are already bearing 

fruit, says Darren. 

Dave Donaldson, Rotorua 

deputy mayor and economic 

development portfolio 

lead with the Rotorua Lakes 

Council, said Firestation was 

making a contribution towards 

nurturing new business. 

“And that’s important as we 

look to not just grow the economy, 

but provide the right environment 

for people to establish 

new businesses, based on the 

opportunities Rotorua provides,” 

said Donaldson. 

“The notion of co-location 

has some obvious advantages 

for small and early stage businesses, 

and council has been 

happy to sponsor Firestation’s 

incubator programme to help 

enable new and small businesses 

to succeed.” 

He aha te mea nui o te ao.....He tangata he tangata he tangata 

What is the most important thing in the world? It is people, it is people, it is people. 

(Maori proverb) 

Work Safety Investigations (WorkSI) can help you look after your people. 

“Our aim is to help you to save a life at work” 

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WE SPECIALISE IN SUPPORTING SME’s TO ACHIEVE THE 

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P Strategic Planning And Business Planning 

P Operational Management 

P Coaching And Training For Managers 

P People Management 

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HEALTH AND SAFETY 

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PROFESSIONAL SERVICES 


The Law Shop expands its Tauranga practice 

Rotorua law firm The Law Shop has 

expanded into Tauranga, bringing to the city 

years of personalised business, property and 

trust experience and an expanding focus on 

the growing demand for family law in the area. 

The Law Shop has been 

offering legal services 

for the past three 

decades to individuals and 

small business owners in Bay 

of Plenty with the service 

and attention they may not 

get from the larger more 

corporate law firms, says 

partner Paula Lines. 

My focus in Tauranga 

is more on the small 

and medium-sized 

business sector. 

Paula originally bought 

the Rotorua business in 2008 

as she had young children 

and wanted to retain the 

flexibility of a sensible work/ 

life balance. That approach 

has extended to her all-female 

team most of whom have 

children or other commitments 

in their personal lives. At that 

time the firm broadened its 

traditional scope to include 

trusts, relationship property, 

subdivisions and all business 

legal matters. 

“We pride ourselves 

on offering individuals 

and SME’s personable 

advice for their whole life 

circumstances,” Paula 

says. “We’re approachable, 

friendly, personable and we 

offer jargon-free advice.” 

Partner, Stephanie 

Northey, joined four years 

ago at a time when she 

wanted to start her own 

family, something not easy 

to do while a self-employed 

barrister. The firm was then 

able to offer family law, 

mental health and other court 

related matters. 

Stephanie remains focused 

on the Rotorua practice, while 

Paula splits her time between 

Rotorua and Tauranga. 

Tauranga family lawyer, 

Sarsha Tyrrell, has joined as 

a partner based in the new 

office at Greerton. The firm 

also has a meeting room in 

Mount Maunganui to satisfy 

the needs of the clients of 

Strategem Lawyers, a firm 

acquired in April 2017. 

“My focus in Tauranga 

is more on the small and 

medium-sized business 

sector,” says Paula. “We’ve 

always had a lot of work 

for different business types in 

Rotorua and we now have an 

even bigger variety of work 

available to us.” 

Sarsha had formerly 

worked with a small family 

The Law Shop partners: (from left) Paula Lines, Sarsha Tyrrell and Stephanie Northey. 

law practice in Tauranga and 

knows the market well. She 

approached The Law Shop 

about joining the firm and 

the partners agreed she would 

be a good fit - especially as 

family lawyers are in high 

demand. 

Sarsha said there was a 

“huge demand” for family 

law, and that one of the 

reasons for choosing Greerton 

as the location for the new 

office was its proximity to 

the Women’s Refuge based in 

the suburb. 

“Some firms find family 

law difficult to offer, but The 

Law Shop has the systems in 

place to manage the legal aid 

side efficiently,” said Sarsha. 

Paula said the SME side 

of the practice was also 

growing. 

“As we build the business 

side of the practice in 

Tauranga, I will be focusing 

on helping business owners 

who don’t want to use a big 

firm and want a more personal 

approach from someone who 

can take the time to learn 

more about their business and 

how it fits with their personal 

lives. They get to deal with 

me directly while knowing 

that if I’m unavailable I have 

others in my team who can 

also assist. We can look at 

their business and their lives 

as a whole and make sure 

they have a plan in place 

to take care of their family 

if, for example something 

happens to their business.” 

The Law Shop is also 

looking to expand into 

other Bay of Plenty areas as 

opportunities and needs arise, 

but the firm is committed to 

retaining a personal approach 

as it grows to be a bigger 

practice. 

For clear advice at a fair 

price, get in touch with THE 

LAW SHOP, www.thelawshop. 

co.nz or contact Paula direct 

at paula@thelawshop.co.nz 

or call 0800 LAW SHOP. 

Friendly legal advice 

that won’t leave you 

drowning in jargon 

STEPHANIE 

NORTHEY, 

LL.B 

Director 

PAULA LINES, 

LL.B 

Director 

SARSHA 

TYRRELL, 

LL.B 

Director 

For over 30 years, The Law Shop has been giving clear 

advice for a fair price to individuals, small and medium 

businesses in the Bay of Plenty. 

If your business needs advice on Agreements, Buying 

and Selling, Terms of Trade, Structure and Succession 

Planning, Banking, Leasing, Debt Collection, Franchising 

and Employment Services then we’re the team for you. 

Proudly bringing our strong reputation for legal expertise 

to Tauranga and Mount Maunganui. 

ROTORUA 

1268 Arawa Street 

Rotorua 

MOUNT MAUNGANUI 

65a Girven Road 

Mount Maunganui 

TAURANGA 

1262 Cameron Road 

Greerton 

Call us on 0800 LAW SHOP or visit www.thelawshop.co.nz 

Lawyers for everyday people



The half year report card 

Sharemarkets have had a good run in 

recent years and many investors now ask if 

a market correction is near. 

Some point to the length 

of the current expansion 

relative to historical 

cycles as an indication that a 

correction is overdue, possibly 

coinciding with an imminent 

recession. However, none 

of the signals of a recession 

appear present. Recessions 

usually come from: 

• Inflation risks and monetary 

policy tightening. 

• The bursting of asset price 

bubbles, and the unwinding 

of macro-economic imbalances. 

• External shocks. 

In the US, interest rates 

have risen from their low point, 

but inflation is still very modest. 

The inability of President 

Donald Trump to push through 

any meaningful policy initiatives 

has resulted in a reversal 

of the increase in bond yields 

that followed his election, easing 

pressure on the Federal 

Reserve to tighten monetary 

If you are considering your current 

investment arrangements, perhaps 

it’s time to get a complimentary review 

Forsyth Barr is a New Zealand owned firm with 21 offices nationwide 

including three offices in the Bay of Plenty and Waikato regions. 

Supported by Forsyth Barr’s research and investment expertise, our Authorised 

Financial Advisers can work with you to deliver a personalised approach taking 

into account your investment objectives, preferences and your tolerance for risk. 

To make an obligation free appointment to discuss your investment 

arrangements, contact your local Forsyth Barr office by calling 0800 367 227. 

We look forward to discussing how our investment advice can work for you. 

Disclosure Statements are available on request and free of charge. 

Fees and charges will apply if you elect to have a continuing relationship with Forsyth Barr. 

policy. Even record low unemployment 

has not resulted in 

wage inflation, usually a sure 

sign of increasing inflation. 

Offsetting forces include competition 

from globalisation, 

technological innovation, and 

ageing populations. 

While share prices have 

increased and are above historical 

valuation averages, 

improved economic growth 

and resulting increased corporate 

earnings have helped 

underpin these higher valuations. 

In terms of potential external 

shocks, the main risks 

appear to be: 

• Conflict between Saudi 

TAU5162-01 – © Forsyth Barr Limited August 2016 

Arabia and Iran, which 

might impact on oil supply. 

Yet oil prices are down 20% 

on 2017 highs, and both 

Saudi Arabia and Iran have 

much to lose economically 

by escalating tensions. 

• Military tension around 

North Korea. However, 

South Korea’s sharemarket 

is up 18 percent this year, 

and cooperation to defuse 

North Korean tensions is 

intensifying. 

• Impeachment of Donald 

Trump (although the 

US sharemarket is up 

eight percent this year). 

Impeachment would require 

Non-residential 

consents are up 11 

percent over the past 

12 months, but this is 

due to cost inflation 

as actual square 

metre consents are 

down 13 percent 

over that period. 

WHAT TO DO WITH YOUR MONEY 

> BY BRETT BELL-BOOTH 

Investment Advisor with Forsyth Barr Limited in Tauranga. 

Phone: (07) 577 5725 or email brett.bell-booth@forsythbarr.co.nz 

at least 19 Republican senators 

to vote against him. 

His replacement, Mike 

Pence, would be seen positively 

by investors. 

In New Zealand, our 

Reserve Bank has indicated 

they are not likely to raise 

interest rates until late 2018. 

While some wage pressure 

is appearing on the back of 

skill shortages, lower oil prices 

and an easing property sector 

have reduced inflationary 

expectations. Concerns over 

a property price bubble have 

also eased, with signs that the 

residential market is softening. 

The trend in residential 

consents is flat, constrained 

in our view by unaffordability, 

tightening of credit, and 

capacity constraints. Over the 

past six months single dwelling 

consents in Auckland are 

down 12 percent, Waikato-Bay 

of Plenty is minus five percent, 

and Canterbury is minus 

12 percent (these regions 

accounted for 71 percent of 

nationwide consents over the 

past 12 months). 

Non-residential consents 

are up 11 percent over the past 

12 months, but this is due to 

cost inflation as actual square 

metre consents are down 13 

percent over that period. 

In summary, consensus 

views indicate that economic 

growth looks modest in 

the US, compared with good 

recovery in Europe. China’s 

slowdown appears to be 

arrested at an annual growth 

rate of six to seven percent. 

New Zealand and Australia’s 

growth rates, in excess of 2.5 

percent per annum, are expected 

to continue. 

Sharemarket returns are 

expected to be positive, delivering 

less than recent stellar 

returns, but still ahead of 

deposit rates and fixed interest. 

Whether you are saving 

or in retirement, seeking 

provision of income or capital 

growth, an Authorised 

Financial Adviser can help 

you with every step of the 

investment process and provide 

advice on how best to 

approach your investment 

goals. This column is general 

in nature and is not personalised 

investment advice. 

References: UBS House 

View 29 June, 2017 “Is It Time 

to Worry About Tail Risks” by 

Mark Haefele; “Forsyth Barr 

Quarterly Market Comment”, 

by Brian Stewart, senior 

analyst, strategy and Kevin 

Stirrat, Forsyth Barr head of 

investment strategy. 

Enhance your brand with better presentations 

“Death by PowerPoint” 

is a common cry by 

detractors of the 

default application for 

business applications. 

Microsoft’s software 

has an estimated 95 

percent share of the 

market and is a common 

feature of everyday work life. 

But don’t blame the tools 

- Powerpoint is only as good 

as the user. Brand new clubs 

won’t turn a weekend golf 

warrior into Lydia Ko. 

And just as we can’t all 

swing a golf club like the professionals, 

and so it is with 

Powerpoint. 

Trying to make your next 

presentation visually interesting 

and yet keeping it consistent 

with how your brand 

should look, is the number 

one challenge for most 

people. 

Documents With Precision 

specialises in making 

PowerPoint and Word documents 

look great. 

We have put together five 

tips that can help your next 

presentation look good, get 

your ideas across clearly, and 

connect with your audience. 

Before 

Five design tips from 

the professionals 

First Impressions 

1 You never get a second 

chance to make a first impression. 

Seven seconds is all you 

have. So depending on the purpose 

of your presentation and 

the audience, the opening slide 

needs to have a relevant and 

powerful image - or text - to 

grab your audience’s attention. 

Just remember to respect the 

authors copyright or provide a 

source for the image. 

2 Consistency 

The difference between 

presentations formatted by professionals 

and the rest is consistency. 

Use a proper template 

that is suitable for the content, 

and have key elements in the 

same place on every slide. 

3 

Keep it simple 

Create one, simple message 

per slide. And although 

this sounds obvious, it’s a 

common mistake - don’t make 

your audience have to think 

about what the message is. 

Seth Godin sums this up well: 

“Slides should reinforce your 

words, not repeat them”. 

4 

After 

High quality images 

The human brain is 

attracted to and responds to 

strong images. A great image 

will engage your audience and 

increase the impact of your 

presentation. Drawing on Clip 

Art, or that fuzzy image you 

Googled, for an important 

presentation is a mistake. You 

need high quality images. If the 

image isn’t good enough, then 

don’t use it. 

5 

Document themes 

and branding 

Nothing lets a presentation 

down more than using the 

default PowerPoint theme and 

colour scheme. Your company 

logo, fonts, and colours are 

all part of your brand. This 

extends to charts and other 

graphics. Formatting these in 

your brand colours makes a 

huge difference. 

Every presentation is 

a chance to showcase your 

brand and it’s important that 

your brand is consistent. If you 

have trouble with Powerpoint 

or your brand consistency with 

your presentations and other 

important documents, then get 

in touch with us and see what 

we can do to help you and your 

brand. 

Phil Waylen General Manager and co-founder 

09 889 2226 info@documentswithprecision.com 

www.documentswithprecision.com



Bay businesses can borrow from 

the political playbook 

TELLING YOUR STORY 

As we close in on the general election 

in September, the media landscape will 

become increasingly dominated by political 

comment. And there are lessons for 

business in the campaign. 

National will argue that 

New Zealand is on the 

right track and doing 

well, Labour will focus on 

income inequality and the 

housing crisis, and the Greens 

will highlight climate change 

and our environmental failings. 

ACT will call for tax cuts, 

the Maori Party will promote 

indigenous rights, and we will 

see opportunistic attempts to 

grab the headlines by United 

Future, New Zealand First and 

The Opportunities Party. 

The successful politicians 

and parties will be those whose 

messages most resonate with 

New Zealanders. Creating a 

convincing narrative is critical. 

There’s no doubt facts and figures 

are useful, but creating a 

version of the truth that people 

buy into, will win the day. 

Storytelling matters, and 

sometimes style is just as 

important as substance. How 

many statistics were in Martin 

Luther King Jr’s “I have a 

dream” speech? How about Sir 

Winston Churchill’s “We shall 

fight them on the beaches”? 

Being personable and relatable 

can make a big difference 

too. John Key did it well 

with his barbecue photos and 

conversational turn of phrase. 

Bill English is trying hard with 

his homemade spaghetti pizza 

photos and “walk/run” videos 

on Facebook, although whether 

he has the same charm is 

debatable. 

For businesses, being relatable 

means using accessible 

language and photos showing 

people your target market idolises 

or identifies with. It’s good 

to have fun and a sense of 

humour in your marketing, so 

long as it’s in good taste. The 

important thing is that your 

tone and messaging match your 

brand. If you are selling products 

to students, avoid corporate 

language. If your target 

market is legal professionals, 

using slightly more technical 

language may be appropriate. 

Doing what you say you are 

going to do and being who you 

say you are is important, both 

in business, and in politics. 

US president Donald Trump 

has come unstuck because he 

has failed to live his brand. 

As much as you may disagree 

with his views and demeanour, 

they resonated with enough 

American voters to win him 

the presidency. But since stepping 

into office he has reneged 

on many of his campaign 

promises. In the eyes of many 

Americans brand Trump is a 

fraud, and his popularity ratings 

are at rock bottom as a 

result. 

For businesses, it’s the 

same. If you market yourself 

as a hip young company using 

cutting edge technology and 

offering amazing customer service, 

you’ve got to live up to 

that promise. You will quickly 

be found out if you’re a 

technophobe who ignores the 

phone when customers call. 

The lesson here is that, just like 

politicians, the best businesses 

base their brands around who 

they already are, rather than 

putting on a pretence. Your 

brand should be based on a 

solid foundation of truth. 

Finally, just as politicians 

still seek out the cliché baby 

> BY JAMES HEFFIELD 

Director of Bay of Plenty communications consultancy Last Word 

Writing Services. To find out more visit lastwordwriting.co.nz or 

email james@lastwordwriting.co.nz. 

kissing photo opportunity, 

businesses can manufacture 

situations that play well in the 

media. I have a client who generously 

donates a lot of sports 

equipment and products to 

underprivileged communities 

on the caveat they send photos 

of those products in action for 

him to use in his promotional 

efforts. This has led to some 

brilliant stories of sport being 

taken to schools in Asia and the 

Pacific that are rebuilding following 

natural disasters. Don’t 

be afraid to create opportunities 

that will grab the headlines, 

especially if you can also do 

a bit of social good along the 

way. 

Soapbox is New Zealand’s fastest 

growing networking experience. 

We are focused on providing an informal, but structured 

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Join Soapbox to meet like-minded, successful business 

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meaningful connections and having some fun along the way! 

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Join us at 

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DALE CARNEGIE 

Dale Carnegie Training 

Transforming Potential into Results 

When you look at the successful people, what do you see? 

Confidence. Competence. Enthusiasm. 

They’re engaged in all aspects of their work and life, inspiring others as they lead by example. 

Transform the potential of your people and business with training that is perceptive, open, 

practical and enduring. Contact Michael or Helen today! 

Bay of Plenty 

Michael Shaw 

michael.shaw@dalecarnegie.com 

0275 429 144 

Waikato 

Helen Jarman 

helen.jarman@dalecarnegie.com 

0274 069 511 

bop-waikato.dalecarnegie.co.nz 

Uncovering Leadership Blind Spots: 

Discovering the Pathway to Motivating 

Your Employees 

This Global Business Brief will help you: 

• Identify which leadership trends from 

our research may be impacting your 

organisation 

• Learn how your leaders can drive 

employee retention and satisfaction 

• Uncover common leadership blind spots 

that may be undermining your corporate 

culture 

• Start to identify your organisation’s 

leadership performance gaps. 

Thursday 27th July – Rotorua 

Friday 18th August – Hamilton 

Book now 

Rotorua Event 

www.rotoruachamber.co.nz/events 

Hamilton Event 

www.eventspronto.co.nz/dalecarnegie 

J6693A 

Copyright © 2017 Dale Carnegie & Associates, Inc. All rights reserved.

DALE CARNEGIE 


Transforming people and organisations 

through professional development 

“If we can inspire adults to a realisation of 

their own unsuspected powers, we shall 

not have lived in vain.” - Dale Carnegie 

Dale Carnegie’s training 

system has thrived for 

more than a century 

because it is transformative 

and it works, says Michael 

Shaw, managing director of the 

enduring training company’s 

Bay of Plenty/Waikato franchise. 

“We help businesses 

improve results through working 

with their people, usually 

starting at the top” 

The Dale Carnegie approach 

is more action than theory, says 

Michael. “We offer really practical 

hands-on training that 

works to build confidence and 

resilience.” 

This year marks the 20th 

anniversary of Michael and 

Andrea Shaw taking up the 

franchise - one of five in New 

Zealand, and 300 worldwide. 

Set up in 1912, Dale Carnegie 

pioneered the learning and 

development industry. 

“It’s humbling to have 

reached our 20th anniversary 

in the region,” said Michael. 

“And what is pretty cool is 

that we are still working with a 

lot of our original clients and 

now in some cases their children. 

For many of our clients, 

our training results in a ‘wow’ 

experience both professionally 

and personally.” 

Michael says they couldn’t 

do what they do without the 

outstanding support and 

resources of Dale Carnegie 

& Associates, their team of 

Qionne, Nichola and Sue, and 

Helen Jarman who does a great 

job managing the Waikato 

region. He also thanked 

suppliers such as Hatfield 

Accounting and Classic Flyers, 

as well as Priority One’s Instep 

Programme and the Acorn 

Foundation who had made the 

youth leadership programme 

such as success. 

Dale Carnegie delivers 

in-company training, public 

programmes and seminars, 

which are mainly carried out in 

person, but also include blended 

options with live online 

delivery. Topics cover the people 

side of business such as 

how to engage and lead staff, 

manage teams, increase sales, 

provide outstanding service, 

present to groups and the people 

side of process improvement. 

Michael says Dale Carnegie 

Bay of Plenty Waikato’s goal 

is to foster a long-term partnership 

providing the necessary 

skills and development pathways 

to allow staff to grow 

with the organisation. And 

leadership development is a 

growing need due to the changing 

nature of the workforce and 

technology. Eighty percent of 

Dale Carnegie’s business in the 

region is in leadership training, 

with more than 3000 business 

managers and leaders having 

completed The Dale Carnegie 

Course, which is based on the 

principles of perennial bestseller 

How to Win Friends and 

Influence People. 

“Mr Carnegie said you have 

to deliver the Dale Carnegie 

Course for 20 years before you 

fully understand the process 

and now I understand what 

Andrea Shaw: Changing how people see themselves. 

The recently graduated Acorn Foundation Youth Dale Carnegie Course, a collaboration 

between Priority One Instep, The Acorn Foundation, BOP Secondary Schools and Dale 

Carnegie. A total of 183 students have graduated over the last seven years. 

he was meaning”, says Andrea 

who is training director for the 

franchise. 

“We change how people see 

themselves, so they can change 

how the world sees them,” says 

Andrea. “And that changes the 

impact they have on the world. 

We notice the strengths you 

overlook in yourself, and we 

know how you can put them to 

good use.” 

TESTIMONIALS 

PETER HENDERSON, MANAGING DIRECTOR 

Bay Sandblasting Ltd 

“On the 2nd of March 1998 I graduated from the first Dale Carnegie Course 

to be held in Tauranga. The tools that Dale Carnegie provide you with help 

to change the way you interact with other people and strengthens your 

personality. In any company the main asset we all have is our people. We 

have invested in this asset by putting several people through the course 

and our company has benefitted from the skills they have acquired. If it was 

not for the Dale Carnegie program our company and its people would be 

far worse off. The great part of doing the course is the personal gains to the 

individual which majorly helps peoples personal relationships at work and 

socially. We have had many great success stories from partners who have 

seen immense improvement in communication and ability to interact better. 

If you are looking for a course that can help you improve the skills you have 

or to break through a barrier in your life, this course is a must attend event 

and a very wise investment.” 

MICHAEL SIEVWRIGHT, GENERAL MANAGER AND 

CHRIS CHAPLIN, OPERATIONS MANAGER 

Trimax Mowing Systems 

“We recognise that the development of our people and investment in our 

global teams are integral to our business success. Dale Carnegie training 

has been the cornerstone of our training programs since the early 2000’s 

and has given our staff the tools and principles to thrive in today’s business 

environment. After our first graduates of the Dale Carnegie course in 2001, 

we’ve seen many of our colleagues achieve their best and emerge as 

leaders through the Dale Carnegie training programs. Through the practice 

of these principles, members of our teams have been promoted, accepted 

additional responsibilities and achieved success in their careers as well as 

success for the business. The Leadership Training for Managers program 

has helped shape a consistent approach for our people who have direct 

reports, are innovators or aspire to do more.” 

JONATHAN BROWN, DIRECTOR 

BCD Group 

“Dale Carnegie has proved to be a great choice in development training 

provider for our business. The wide variety of relevant courses has helped 

with everything from individuals needing to be developed in specific 

areas, through to whole management teams doing courses together. 

The courses are always presented with a lot of energy and enthusiasm. 

Given the results and change we have seen in staff to date, I’m sure Dale 

Carnegie will be a valued training partner well into our future.” 

ALLAN RUDKIN, OWNER/OPERATOR 

New World Mount Maunganui 

“New World Mount Maunganui has been an active participant in Dale 

Carnegie Training since 2004. I along with my staff, have experienced 

both personal and Business triumphs from Dale Carnegie’s training. Dale 

Carnegie’s principles are timeless and for all time and for everyone. My 

sincere thanks to Michael and Andrea Shaw.” 

PETER ROLLO, MANAGING DIRECTOR 

Safeway Autos 

“My relationship with the local Dale Carnegie Franchisee goes back 17 

years. They provided absolutely essential for success skill development. 

The fact I have done their courses and grown my skills is one of the top 

reasons I have been able to survive being an entrepreneur. I consider their 

programmes a must-do for every team member - including me - I keep 

going back for more. The programmes are fun, challenging, and improve 

the confidence of everyone who attends.” 

RICHARD THURLOW, CHIEF EXECUTIVE 

Waipuna Hospice Inc 

“Waipuna Hospice has received excellent training opportunities from 

various providers over the years. Dale Carnegie is one provider that 

has had some of the biggest impacts on our staff and their personal 

development. These courses build confidence and skills in staff as they 

grow into more senior roles and consolidate their experience in leadership 

and skill development. Thank you Dale Carnegie for your sponsorship of 

Waipuna Hospice staff over the past decade.” 

PHILLIPPA WRIGHT, 

HR/QUALITY AND COMPLIANCE MANAGER 

DMS Progrowers 

“DMS has worked with Dale Carnegie since 2005 and has found the 

programmes a fantastic way to accelerate the professional development 

of our leaders. Many of the early graduates are now in senior roles in the 

organisation and the training has strengthened the DMS culture and values.”


Top award winner: (from left) Dominion Salt sales manager Brett Hobson, operations manager Hamish Reid, export sales manager Robin Piggott, chief executive 

Shane Dufaur, Sharp Tudhope partner Kylie van Heerden, logistics manager Andy Reynolds, and health, safety, quality and environment manager Royce Downes. 

Dominion Salt takes out top spot 

at this year’s Export Awards 

Dominion Salt is enjoying “a quiet sense 

of achievement on a longer-term journey” 

says its CEO Shane Dufaur upon winning 

the top NZ Export Bay of Plenty Award this 

month. The 75-year-old company took out 

the Top Exporter of the Year prize at the 

Bay of Plenty ExportNZ awards. 

By DAVID PORTER 

Local exporters from 

across Bay of Plenty 

came together to celebrate 

the business people and 

companies raising the bar for 

export success at the 2017 

export wards, sponsored by 

Zespri International. All five 

winners were announced at 

a Rio Carnival-themed event 

at ASB Baypark Stadium 

Lounge. 

“Export Awards judging 

has been a rewarding experience 

again for all involved 

this year. It is so important to 

recognise and celebrate the 

achievements of our Bay of 

Plenty Export businesses,” 

said head judge Kelvin Trask 

of Productiv. 

Dominion Salt took out 

the Sharp Tudhope Lawyers 

Exporter of the Year Award, 

with George & Willy winning 

the YOU Travel Emerging 

Exporter of the Year Award. 

Well-known and respected 

local businessman and 

managing director of Oasis 

Engineering Andy Cameron, 

who has a passion for giving 

back to the community, 

was the surprised and humble 

recipient of the New Zealand 

Trade & Enterprise Service 

to Export Award for his outstanding 

contributions within 

the Bay business and export 

community. 

Ian Macrae, founder of 

Page Macrae Engineering, 

said Cameron was described 

by his colleagues as an honest 

and trustworthy quiet achiever. 

“Andy got involved in 

TIDA (the Titanium Industry 

Development Association), 

as a founding board member. 

TIDA is introducing powder 

metallurgy to the New 

Zealand industry. Today 

he chairs TIDA Trust and 

also represents the trust on 

the RAM (Rapid Advanced 

Manufacturing) board. RAM 

is a spinoff from TIDA for 

the commercial 3D printing 

of metal powders with a wide 

customer base both in New 

Zealand and overseas printing 

everything from parts 

for America’s Cup yachts to 

space.” 

Oasis Engineering also figured 

in the highly contested 

Beca Export Achievement 

category. Among a group 

of strong finalists, Felipe 

Aguilera, a technical sales 

engineer at Oasis was recognised 

by the judges as 

“an integral cog in the Oasis 

wheel.” 

Steens® Honey won the 

Page Macrae Engineering 

Innovation in Export Award 

for its innovative business 

practises. 

Overall winner Dominion 

Salt’s strong client and export 

focus has seen it grow its 

export business from 25 per 

cent of turnover in 2012, to 

just under 40 percent this year, 

with more than 40 countries 

now served. Further international 

customer growth is targeted 

- an exporting figure of 

just over 50 percent is forecast 

by 2020. 

Dufaur says most of this 

projected growth will come 

from its pharmaceutical and 

high-grade added food business, 

making it a model example 

of a New Zealand company 

moving from a price-sensitive 

commodity market into a 

premium value-add category. 

“At Dominion Salt, we 

have a strong focus on people 

both internally and externally, 

which means understanding 

what national and international 

customers want and value, 

and then building a team culture 

that delivers,” he says. 

Tauranga is the home of 

the company’s exporting division, 

but Dominion Salt’s production 

capabilities are firmly 

entrenched in the salt plains 

of the Marlborough region, 

where it was established by 

George Skellerup in 1942. 

“This award is as 

much about our people in 

Marlborough as it is about 

the people in Bay of Plenty,” 

said Dufaur. “We are a tightknit 

and focused team with 

a mission to supply a global 

market with life’s most essential 

minerals via the world’s 

safest hands.” 

However, while the pristine 

Marlborough environment 

provides the perfect 

conditions for salt harvesting, 

Dufaur credited the decision 

to establish the Northern plant 

in the Bay in 1973 as integral 

to the company’s business 

success. 

“From the outset, we have 

been fortunate to work alongside 

innovative leaders at 

the Port of Tauranga and in 

local government,” he said. 

“Together, they have created 

and delivered on a vision 

that has gone from strength 

to strength, and we’ve ridden 

the wave with them. Now we 

have a world-class port that is 

literally at our back door, with 

an infrastructure that is the 

envy of exporters globally.” 

Dominion Salt’s success at 

the Export Awards comes on 

the back of a series of recent 

awards, many conferred by 

their clients around the globe. 

“Awards are secondary, 

but nonetheless, much appreciated 

by our customers and 

staff alike, as it validates 

their decision and proves that 

they’ve chosen a good team in 

Dominion Salt. It sends a signal 

to our customers and staff 

that we are working to worldclass 

standards and leading 

the way in our industry.” 

Business owners 

gather to power-on with 

Google experts 

Around 100 small business 

owners gathered this 

month at Basestation to 

take part in workshops with 

team members from Google 

to guide 100 of the region's 

small businesses to learn how 

to “power on” with tools that 

could deliver new customers 

and ways to improve their 

businesses. 

Katherine Anderson, retail 

account manager for New 

Zealand, and Jean Magalhães, 

small business product marketing 

manager, Australia and 

New Zealand, delivered the 

workshop to four groups at 

Tauranga’s technology and 

communication co-working 

space. 

Business owners from all 

over the region, including 

Katikati, TePuke and Papamoa, 

booked all of the available 

workshop seats within a couple 

of days of the Tauranga 

and Western Bay Digital 

Enablement Project (DIP) 

opportunity becoming available. 

The Google team also 

delivered one-on-one help to 

those with specific questions. 

Jo Allum, Venture Centre 

co-founder and part of the DIP 

implementation team, said it 

was an encouraging step forward 

for the initiative. 

“We’re only just at the start 

of this project and this event 

demonstrates there's a real 

willingness and desire on the 

part of local owners to take 

on the challenges of digital 

marketing, deal with its complexity, 

and learn to use the 

available tools to grow,” she 

said. 

“What's really great is the 

team from Google also helped 

participants to engage with 

three official Google partners. 

They are locals recognised and 

approved by Google for having 

all the skills and knowledge 

necessary to help our locals to 

dig deeper into the workshop 

content and apply it to serve 

their customers better.” 

Allum said the next step 

would be to bring together 

Hooked On Marketing's 

Louise Blakely, CreativeQ 

Technologies Steve Turner, 

and Metro Marketing NZ's 

Felicity Salter, to facilitate 

Google-users’ meet-ups with 

the help of the Venture Centre 

team in coming weeks. 

“We expect the informal 

format of meetups will 

enable owners to share progress, 

get to know the partners, 

and learn Google Maps & 

Search, Google My Business, 

Google AdWords, and Google 

Western BOP MP Todd Muller, co-organiser Jo Allum and Google’s Jean 

Magalhães at the workshop. Photo/ Richard Robinson Photography. 

Analytics together." 

Richard Flanagan, head of 

business marketing, Google 

Australia & New Zealand, who 

helped organise the event, said 

it had been an awesome day, 

with so many engaged business 

owners. “And I'm delighted 

that some of our partners 

were along to help continue the 

momentum and relationships.” 

Google has been supporting 

the local project, in particular, 

the “PoweringON” initiative 

focusing on small business 

owners in the Bay. 

Magalhães described the 

workshop sessions as a great 

day. He left the Venture Centre 

team with all useful links and 

resources for the participants 

to access. 

DIP launched in May with 

the support of Tauranga City 

Council and Western Bay of 

Plenty District Council. Its 

goal is to support the development 

of a prosperous region 

where everyone can access, 

participate and benefit from 

digital technologies together. 

For more information, see 

www.poweringon.nz


Leading change in the workplace 

Co-founder and chief coach of Firestation, 

the Bay’s only business growth centre, with 

a range of business coaching and training 

programmes to help you succeed. To find 

out more go to www.thefirestation.nz or 

email grow@thefirestation.nz 

To be successful, organisations 

and people need to 

have the ability to change. 

The way we work and the systems 

we use are continually 

evolving. It’s predicted that 

most businesses will change 

more in the next three years 

than they have in the last five. 

It is essential that leaders and 

managers know how to engage 

staff to implement change. 

The prospect of change can 

be daunting for many. Humans 

by nature are creatures of habit. 

Regardless of whether the 

changes are big or small, management 

of change needs to be 

carefully planned. 

But the sad truth is that 

many businesses do not implement 

change well. Forty years 

of research by leadership and 

change guru Dr John Kotter 

has shown that more than 70 

percent of all major transformation 

efforts fail. Why? Because 

organisations do not take a 

consistent, holistic approach to 

changing themselves, nor do 

they engage their workforces 

effectively. 

Regardless of whether you 

want to implement new systems, 

policies and brand, or 

change reporting lines, roles 

and responsibilities, your 

approach to change should be 

the same. 

Let’s be honest, it isn’t easy 

to lead or participate in change. 

But there are many things 

leaders can do to manage the 

impact, how change is accepted 

and whether it’s successful. It’s 

important to cover three essential 

steps: 

1. Create a climate for 

change. Increase the urgency 

for change, build the right 

team to lead the transition 

and get the vision right. 

2. Engage the whole organisation.You 

need to communicate 

for buy-in, empower 

action and create short-term 

wins. 

3. Implement and sustain 

change. Don’t let up, make 

the changes stick. 

At the heart of successful 

change is clear and consistent 

communication.The biggest 

challenge to executing change 

successfully is getting people to 

change their behaviour. 

People will more likely 

change behaviour when given 

a compelling reason that influences 

their feelings, rather 

than numbers and statistics. 

It’s important that your leaders 

clearly express what the change 

is, why it’s being made and how 

it will affect each team member. 

Don’t assume you know all 

the answers to how the change 

will affect your staff. Ask them 

and actively listen. Don’t shy 

away from the reasons not to 

change – they may become 

more important than the reasons 

to proceed. 

Identify the people who are 

most affected by the change 

as well as those individuals 

who can champion the change. 

These two groups will play 

a key role in helping whole 

organisations accept the changes. 

Think about whether reward 

systems, such as bonuses, rec- 

ognition or scorecards, would 

be appropriate and how they 

could support the acceptance of 

the changes. 

Ultimately you need to 

GROWING YOUR BUSINESS 

> BY DARREN MCGARVIE 

Darren McGarvie is co-founder and Chief Coach of the 

Firestation, the Bay’s only business growth centre. To find out 

more go to www.thefirestation.nz or email grow@thefirestation.nz 

make sure that the change is 

not an option. Remember people 

often don't want to change, 

and if given a choice they often 

won't. Everyone from the business 

owner or board and management 

must commit passionately 

to the change, and they 

should accept nothing less from 

everyone else.


A new model for improving 

business cash flow 

Apricity was founded to ease the financial 

stress of small to medium-sized businesses 

suffering from the increasing tendency of 

large debtors to push payment terms out 

to the max. 

Created in Australia by 

Linden Toll and Andrew 

Meakin in 2013, the 

Apricity invoice funding 

model was launched earlier 

this year in New Zealand by 

former senior bankers Craig 

Urquhart, the New Zealand 

chief executive, and Alan 

Hewitt, the general manager. 

Client testimonials 

In the following Q&A, Hewitt 

outlines how Apricity differs 

from other invoice factoring 

approaches. 

Q: Why is prompt invoice payment 

increasingly important 

to SMEs? 

A: Cash flow facilitates 

growth and there is a lot of 

evidence that companies that 

aren’t growing and accepting 

change, won’t survive. SMEs 

need strong and consistent 

cash flow to supplement 

working capital. Traditionally 

banks will secure working capital 

overdrafts and term debt 

against business owners’ residential 

property, and a General 

Security Agreement over all 

company assets. 

But in the case of receivables, 

banks will, as a rule, 

discount full value, so those 

assets are heavily weighted 

downwards. Most large entities 

seek to enhance shareholder 

returns and reduce debt, and 

“The business I work for has used Apricity for the last 2-3 months to assist 

with cashflow. The arrangement with Apricity was relatively straight forward 

to negotiate, and the processes are easy to use. There is great support when 

needed both from the Australian team and Alan Hewitt (the NZ General Manager).” 

– Finance Manager, Transport Company, New Zealand 

a frequently used method of 

achieving this is to extend supplier 

payment terms, i.e. obtain 

free credit at the supplier’s 

expense. Typically payment 

terms have grown from 15-30 

days, to 60 days and 90 days - 

as in the recently reported case 

of Fonterra. That organisation 

is not alone. The impact of that 

on smaller companies can be 

devastating. To have payment 

pushed out two to three months 

makes a big hole in cash flow 

when these SMEs have their 

own commitments to meet. 

There is also a trickle-down 

impact on the whole supply 

chain. Apricity can bridge that 

gap and improve supply chain 

relationships. 

Q: Why did you decide to 

bring the Apricity model to 

New Zealand? 

A: In Australia, debt funding is 

a $64 billion industry. A simple 

calculation as a percentage of 

GDP, by comparison in NZ 

it should arguably be an $8 

billion business, but we know 

that it is nowhere near that. It 

was clear to Craig and I, from 

our own experience as former 

bankers, that the market was 

clearly underserviced and that 

there was an opportunity to 

introduce a new product. 

What really appealed to us 

was that the Apricity offering 

is different from existing providers 

in New Zealand where 

there was a tendency to perceive 

debtor funding agencies 

as being something of a lender 

of last resort, whereas in 

Australia they are seen as an 

acceptable alternative funding 

source. 

Q: How does Apricity’s 

approach differ? 

A: We do not have a lengthy 

and onerous contract, with hidden 

costs. Our fee structure 

is simple and transparent. We 

also do not lock customers in; 

they use Apricity for as much 

or as little as they need to; the 

choice is theirs. 

We do not take security, 

Alan Hewitt 

and in doing so ensure that the 

existing banking relationship 

can remain intact. 

We have minimal contact 

with our client’s debtors, we 

allow them to retain and continue 

the business relationship 

they have; you could argue 

we enhance that relationship 

by our clients not having to 

chase their customers for early 

payment. 

We pay up to 95 percent of 

invoice value within 48 hours 

(often quicker), of the invoice 

being uploaded to our system. 

Our customers have the 

choice to select which invoices 

they want us to pay; we allow 

them to manage their cashflow 

and working capital. 

Q: How do you ensure your 

own security? 

A: This is part of our IP; 

we take an assignment of 

the invoices issued to High 

Creditworthy Debtors 

(HCD’s). We only fund invoices 

to HCD’s which can be - 

listed companies or very large 

and established enterprises, 

government departments and 

agencies, health boards, local 

government authorities and 

similar organisations. 

Our credit and administration 

function is centralized in 

Australia and they are constantly 

monitoring, evaluating, 

and reviewing debtor creditworthiness 

and quality. 

Q: Where are you based and 

how are you approaching the 

New Zealand market? 

A: Our NZ headquarters is 

in Auckland, but we strongly 

believe in the strength of 

New Zealand’s regional businesses. 

We are constantly out 

talking to financial intermediaries 

and prospective clients, 

and our very first two New 

Zealand customers came out 

of Tauranga. 

Our credo is that SME 

activity is the true engine of 

economic growth and we need 

to do everything we can to 

ensure that these businesses 

thrive and grow. 

“Cash flow is critical for us to be able to pay our creditors and our wages. In our 

business, we can make a big upfront payment and then not get paid ourselves for 

months.…We just wouldn’t be able to exist without Apricity. It allows us to pay our 

creditors and our wages on time – it takes the lumpiness out of our cash flow. 

“The best thing about it is you don’t have to offer up your house as security. You’re 

not tied to it. It was a great decision for us. It allowed us to adapt to the market, 

and to continue on doing what we were doing.” 

– CEO, Construction and Engineering Services, NSW 

“Before we started with Apricity, I was spending so much of my time chasing 

money. When you have suppliers asking where their money is, and you 

haven’t been paid from your customers, it gets very tough. 

“Apricity was a great solution for us. They have got really affordable 

fees – cheaper than a bank – and they understand your business. 

When you deal with a bank, you speak to someone at a counter who 

doesn’t know your business; you fill out a form and it gets sent on to 

someone else who doesn’t know your business. 

“Unlike a bank, I can call Apricity and have my invoices paid is as little 

as two hours. It means I can look to the future.” 

– Award winning Pie Maker, NSW 

“As a business, we don’t like to have a lot of debt on our balance sheet, 

and Apricity provides a great way around this. Their product means they 

are on call when and if we need them… By bringing our invoice payments 

forward, we can smooth out our cash flows when it suits us to do so 

“Apricity takes out the challenge of cash flow during our peak periods. 

It’s a great financial resource for us to drawn on when we need to.” 

– CEO, Production Company, Victoria 

Receive 

50% off your 

application fee 

when you fund your first transaction. 

Call us to learn how we can help deliver your business 

smoother cashflow and stronger business. 

Mention this ad to receive 50% off your application 

fee when you fund your first transaction. 

Call 0800 95 95 95

END YOUR 

CASH FLOW 

STRESS TODAY 

No matter how big or small your 

organisation, cash flow will always be king. 

At Apricity, we help small to medium sized businesses 

like yours realise their income when they need it through 

invoice finance. Our model is simple, easy to use and, once 

approved, available to you whenever you need it. 

Late invoice payments? Not any more. 

Across the globe, large organisations are extending their 

payment terms to 60 days, 90 days and longer. For small 

business, these delays can be crippling. 

If you are a business supplying to major corporates, 

government or other large institutions, here’s where we can 

help. 

We pay the invoices of your blue chip customers upfront, 

providing your business with the income predictability you 

need to do what you do best. 

HIGH UPFRONT 

INVOICE PAYMENTS 

We pay the value of up to 95 

percent of your invoices upfront, 

with a further 2 percent paid when 

invoices are paid within 30 days* 

NO CONTRACTS 

No locked in contract. 

No GSA, property or 

other security required. 

SIMPLICITY 

Lodge all your 

payment requests 

online. 

FLEXIBILITY 

You can use our service 

whenever you like, once 

approved. 

FASTER 

PAYMENTS 

Have your invoices 

paid within 24 hours. 

We are not a bank. 

Nor do we want to be. Our product is built by small business 

for small business, and we service businesses whose success 

can be measured by the blue chip customers they now enjoy. 

Our payments to you are not a loan – it is simply a way of 

paying your future income to you faster. 

In most cases, the only security we will ask from you are the 

invoices themselves. 

Kickstart your business today 

Call 0800 95 95 95 Email admin@apricitynz.com 

Visit www.apricitynz.com 

* Disclaimer: This advertisement does not and is not intended to provide financial advice and intends by this statement to exclude liability for either opinion or statement. Apricity is not in the business of providing 

legal, financial, advisory or other advice and nor do we take into account a customer’s needs, goals or risk profile. Customers who require that advice should contact an Authorised Financial Advisor.

Bay of Plenty Business News July/August 2017

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