August 2021 - Bay of Plenty Business News


From mid-2016 Bay of Plenty businesses have a new voice, Bay of Plenty Business News. This new publication reflects the region’s growth and importance as part of the wider central North Island economy.







• We ask BOP Business leaders,

‘What makes a good leader?’

page 11

• Port of Tauranga’s new leader

talks about the challenges

of leading NZs busiest port

company page 6


Craigs appoints new




Why debt chasing can be a

waste of time.



Why your business needs

a recovery plan.




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Craigs Investment Partners

appoints new chief executive

Tauranga-headquartered Craigs Investment Partners has announced the appointment of a

new chief executive officer, Simon Tong, to replace his outgoing predecessor Frank Aldridge.


Craigs’ chair Sir Ralph Norris made

the official announcement recently

and Tong is expected to take up his

new role in August as head of one of the

country’s largest investment companies.

Tong has been previously chief executive

of Paymark and of Fairfax NZ Ltd,

and is currently ASB Bank’s executive

general manager digital, data and brand.

Norris noted Tong’s strong background

in technology and strategy and said he

was highly regarded as a leader who had

driven change, performance, and customer

centricity at the companies he has worked


As Craigs embarks upon the next phase

of its growth, the board determined that

Simon’s track record and leadership attributes

were those characteristics that fit the

company’s ambitious objectives.

Aldridge worked for the company for

24 years and became chief executive at the

age of 31.

Surprise role for Craig

Craigs founder Neil Craig told Bay of

Plenty Business News that Aldridge’s

announced departure after some 16 years

heading the company came as something

of a surprise. But he noted Aldridge had

worked especially hard dealing with the

consequences of the pandemic for the


“It was what Frank wanted to do,” said

Craig. “It was what he wanted. He came

back after Christmas and said he wanted

to spend some time away. He’s done a

great job for the firm and it was what he


Craig noted the former executive was

still close to the firm and remained a

shareholder – as do some 260 shareholder

members of the firm.

“It’s a sort of plum

position in the finance

industry in that Craigs

is not a highly regulated

bank. It is regulated, but

not to the extent of a

bank.” – Neil Craig

“Of course when you get that situation

and it’s happened quicker than you

thought it was going to, I had to step in as

chief executive and fill in,” said Craig. “I

can see now why Frank needed a break.”

Craig is practically the only person

who knew all parts of the business inside

and he told Bay of Plenty Business News

it had been quite a pleasant experience

running the business directly until Tong

takes change.

“You see things in a different perspective

than when you’re sitting on

the board.”

Craig said the company had done

a thorough internal and external

search in filling the position.

“It’s a sort of plum position in

the finance industry in that Craigs

is not a highly regulated bank. It is

regulated, but not to the extent of

a bank. For people in the industry

there’s not that many opportunities

other than banks. We can

operate differently from a listed

corporate or a bank, with greater

flexibility we’re a little bit more


Tong’s technical background

is relevant, said Craig, adding that

the reason he stood out from the

field was that he had vast experience

of genuine leadership roles in

challenging businesses.

“He’s worked with and got along

with very commercially adept people and

he has a very strong technology bias. And

technology is a piece we need to devote

more resource to.”.

Craigs is one of New Zealand’s largest

full-service investment firms, with

approximately 600 employees, 173

investment advisers across 19 branches

and c.$25billion* of client funds

under management. (*as at 31 May


Neil Craig

26 Fourth Ave


0800 225 999


Accounting Business $450,000

Bay of Plenty

· Established & flourishing accounts &


· High quality client base, great profits

· Stable & experiened staff, excellent location

· Indicates significant growth opportunities


Manufacturing Design $290,000

Bay of Plenty

· Trading for 40yrs, excellent reputation

· Wholesale clients approx 80% of turnover

· Currently a one-man band operation

· Growth potential with additioanl revenue


· Earning on average $89k+ per year

Established Manufacturing $4,700,000

Bay of Plenty

· Large database of loyal customers

· 28 skilful and reliable staff

· Average $10M+ turnover per year

· Profits on average $1.3M+ per year to 2

working owners

· Extended “handover” period

Roger Brockelsby 027 919 5478

Camella Anselmi 02274 454 121

Grant Jacobson 027 454 0432

National Master Franchise $330,000

Bay of Plenty

· Great weekly income, multiple income streams

· Excellent branding & proven training methods

· Train & support franchisees

· Growth potential, room to sell more franchises

· Suited to a practical, business person with

sales or marketing skills

Sales, Install + Service


Bay of Plenty

· Great staff, offers lifestyle options for owner

· Consistent work from corporate customers

· Contract in place with Government Agency

· Turnover approx $2.3M/yr, great net profit

· Further growth potential

Iconic Holiday Park $1,975,000

Bay of Plenty

· First time on the market in 20yrs

· Motel, cabins + 2 homes onsite

· Approx 15.5 ha. leasehold land

· Hot pools provide consistent sales

· Prime location; quality facilities

Lynda Smyth 021 270 4271

Grant Jacobson 027 454 0432

Izaac Kershaw 027 454 0432

Unique Hospitality Business $465,000

North Island

· Exceptional service creating true dining


· Impressive reputation & loyal following.

· Faultless systems, processes, & procedures

· Turnover forecasted to be $800K for this

financial year.

Lisa Lloyd 027 685 4556

Gorgeous Florist $150,000

Bay of Plenty

· Busy central city location

· Established clients, including key businesses

· Sound lease & ordering systems

· Qualified staff in place

· Producing great profits for the owner-operator

Lisa Lloyd 027 685 4556

Established Transport Business



· Lucrative transport business over 12 years

· Nationwide pick-up and delivery service

· Secure depots throughout North Island

· Can be operated from anywhere in NZ

· Excellent online rankings, ratings & reviews

· Skilled and experienced staff

Neil Cammell 027 2133 100

Essential & Profitable $995,000

Bay of Plenty

· Established over 40 years

· Large client base & market share

· Average annual profit $350K

· Reliable long-term staff

· Generous hand over period

Mike Fraser 021 932 633


of businesses sell within 4%

of our original brokers

opinion of value

Source VALU.LINK historic results analysis

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Alan Neben

Ph: 021 733 536



David Porter

Mob: 021 884 858



Copy/Proofs/Graphic Design

Times Media – Clare McGillivray

Ph: (09) 271 8067




Pete Wales

Mob: 022 495 9248




News releases/Photos/Letters:


Bay of Plenty Business News has a circulation

of 8000, distributed throughout Bay of Plenty

between Waihi and Opotiki including Rotorua

and Taupo, and to a subscription base.

Bay of Plenty Business Publications

309/424 Maunganui Road,

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Bay of Plenty Business Publications specialises

in business publishing, advertising, design and

print media services.

From the editor

I wasn’t a 100 per cent advocate of the plan to turn over Tauranga

Council control to the four government-appointed commissioners,

led by former National MP Anne Tolley. And I remain sceptical

they will finish their job and get out of town under their announced

timetable. But somewhat to my surprise, they have so far performed

efficiently and quickly during their term.

Late July saw the commissioners

adopt their

announced rate rises,

which will see average residential

rates rise by 15 per

cent, and average commercial

rates go up by 33 per cent for


That includes the cost of

the new kerbside bin emptying

service. The higher commercial

rise is the result of the

council changing the commercial

differential from 1.2 to


The overall 22 per cent

average rise was set in late

July by commissioners at the

conclusion of deliberations

over the Long-term Plan


It bears restating that

the commissioners were

appointed because, under

the tenure of previous mayor

Tenby Powell, the council

had been reduced to a squabbling

group of factions who

had demonstrated they were

unable to agree on the way


Council general manager

of corporate services Paul

Davidson was reported as saying

the rates rise was consistent

with the draft that went

out for public consultation.

According to the commissioners,

they received public

written feedback from around

1800 ratepayers.

The commissioners put

forward basically two options:

Under option one, the proposal

was to invest $4.6 billion with

an increase in rates including

water charges and the new

rubbish connection service,

paid for by rate payers. And

mostly an average commercial

Development contributions

are critical to ensuring

Tauranga can provide the key

infrastructure needed for our

growing city. The cost of infrastructure

continues to rise, and we need to keep

pace with these increases.”

– Anne Tolley

Being honest about decisions – p13

rate rise of $32.45 per week

per commercial property.

Option two proposed

investing $4.5 billion with a

slightly lower increase in residential

rates (excluding water

rates) and a slightly higher

increase in commercial property


According to the commissioners,

a narrow majority

supported option one.

Commissioner chairwoman

Tolley said that, on the

whole, she felt: “comfortable

that a significant number of

the population were positive

about the changes as long as

we deliver.”

Clearly, not all ratepayers

supported an increase – but

The commissioners were appointed

because, under the tenure of previous

mayor Tenby Powell, the council had

been reduced to a squabbling group

of factions who had demonstrated

they were unable to agree on the way


then they seldom have. But it

is undeniable that Tauranga

has been remiss in being willing

to pay for the surges it has

seen in development in recent


The NZ Taypayers Union –

the rather obscure organisation

fronted by Jordan Williams,

which is reluctant to reveal

David Porter

its funding or makeup – managed

to assemble a group of

some 150 protesters to complain

about the proposed

changes when they were

adopted by the commissioners

in July.

Council finance manager

Kathryn Sharplin said the new

rubbish and recycling collection

service was a significant

part of the residential rise.

“Rates were up 7 per cent

plus the cost of the new waste

service. So for the average

person, the rise equates to $7

per week or $364 per year for

a median residential property

worth $655,000.

“It would be $31 per week

or $1612 per year for a median

commercial property valued at


According to Tolley, the

commissioners had taken

community feedback into

account and the phased

approach would hopefully

help ease the impact of these

“unavoidable charges”.

The skills shortage is having a

massive impact over all industries

and will continue to do so over the

coming years.”

– Kellie Hamlett

Breaking news for

essential skills

visa holders and

employers – p19

Get the latest investment

insights to your inbox

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enewsletter and keep up to date on the latest investment insights.

The Craigs Investment Partners research team provide timely and regular

content, including commentary and analysis on market developments, help with

understanding investing jargon and how current events impact investors.

To subscribe to the enewsletter go to

0800 272 442 /

Craigs Investment Partners Limited is a NZX Participant firm. Adviser Disclosure Statements are available on request and free of charge.

The Craigs Investment Partners Limited Financial Advice Provider Disclosure Statement can be viewed at





Western Bay is approaching full employment

The Labour Report

Now and in the future

Jobseeker Most jobs Support in the benefit last 5 years university students in demand


Western Bay is approaching full employmentnumbers were created have been in: steadily for internship opportunities.

Tauranga City Western Bay of Plenty District

dropping. • The Construction total of 2,838 In some cases there have not

people • in May Administration 2021 for the been enough students to meet

Jobseeker Support benefit

JOBSEEKER SUPPORT Western Bay is only 600 more

3,529 - WORK READY

• Health Care

demand from local employers.

Western Bay is approaching full employmentnumbers than in • have

March Hospitality been steadily

2020, showing

Tauranga City Western Bay of Plenty District

dropping. • The Professional, total 2,838

2,202 almost all have been re-employed.


people Jobseeker in May Scientific Support 2021 & benefit for Technical the


Western Bay is only 600 more


numbers have Services been steadily



Tauranga City Western Bay of Plenty District

than dropping. When March The


total 2020, look


at showing 2,838


almost Western all have Bay been school re-employed. leavers

2,202 people


are going

in May



to study




higher It is projected

Western Bay is only 600 more

3,529 1,118

education, there are significant



636 than in March 2020, showing the Western

gaps when compared to our

2020 2021

2,202 almost current all and have future been growth: re-employed. Bay will create


• Education



• IT

25,000 new jobs



• Agriculture



Support benefit numbers


have been steadily dropping.


The total of

by 2038 and

Local job • ads Health continue to climb,

2,838 people ADVERTISED in May 2021 JOBS for the Western Bay is only 600 more than in March


2020, showing almost all have been re-employed.

as we hear about skills shortages

a staggering

Competition for talent

TradeMe Seek

across all industry sectors. Our 40,000 new jobs


2020 2021


Local The job

business Western ads continue Bay survey is currently found

to climb,


by 2050.”



as we facing hear a skilled skills about and skills talent experienced

shortages mismatch

TradeMe Seek





the across


greatest most


challenge. of our key


employment sectors.

recent Local job business ads continue survey found to climb, that


We are hearing about pressures

hear on skilled market about and salaries skills experienced shortages across Future proofing our

recruiting as we

TradeMe Seek

staff across multiple is all the industry greatest sectors locally sectors. challenge. in Our the workforce

recent competition business for survey talent. found that

recruiting There skilled is demand experienced for people

at all stages, with current campaign aims to ensure the

Priority One’s Future of Work

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun staff is the greatest challenge.

2020 2021

Western Bay’s current and

future workforce is equipped

to adapt and fill predicted

labour shortages.

It is projected the Western

Bay will create 25,000 new

jobs by 2038 and a staggering

40,000 new jobs by 2050.

The campaign focuses on

showing young people that

Tauranga Moana is a great

place to have a fulfilling career

now and in the future.

Tauranga job perks on

offer as market heats up

We are hearing about pressures

on market salaries across multiple

sectors locally in the war

for talent.

It is currently a candidate

led market, and traditional

recruitment methods are not

necessarily working as well as

they used to.

The Labour Report has been

provided courtesy of Priority

One / Ara Rau Pathways to


TradeMe and SEEK

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The future of work

2020 2021

Each time we analyse job types

ADVERTISED TradeMe and SEEKJOB TYPES As at 14 June 2021

being advertised, proportions by

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun


sector remain the same. Trades,

2020 2021

Manufacturing, Professional



379 Each time we analyse job types


303 JOB TYPES As at 14 June 2021


being advertised,

Healthcare, Construction



and Hospitality

the Western proportions

are in greatest

Bay of by Plenty will create 25,000 new jobs by


sector remain the same. Trades,




162 159

Manufacturing, 2038 and Professional a staggering 40,000 by 2050.



379 Each time we analyse job types


Services, Healthcare, Construction





being advertised, proportions by





and Hospitality

The thrust

are in



their message, ‘You don’t have to leave your


sector remain the same. Trades,





162 Manufacturing, Professional





Trades 303& Services

Hospitality & Tourism

Services, Healthcare, Construction


100 Manufacturing, 271 Transport & Logistics





and Hospitality are in greatest


Professional Services




demand. future’.



162 159 IT


Trades & Services

Hospitality Government && Tourism Council




Manufacturing, Transport & Logistics Agriculture




0 TradeMe Professional and SEEKServices





Trades & Services

Hospitality Government && Tourism Council

Manufacturing, Transport & Logistics Agriculture


TradeMe Tauranga Professional and SEEKServices

job perks on Engineering offer as market heats up



We Construction are hearing about pressures on market Government salaries across & Council multiple sectors locally in the war for talent.

It is currently a candidate led market, and Other traditional recruitment methods are not necessarily working

TradeMe as well and as SEEK they used to.

Local job ads continue to climb, as we hear about skills shortages across all

industry sectors. Our recent business survey found that recruiting skilled and

experienced staff is the greatest challenge.

Tauranga job perks on offer as market heats up

We are hearing about pressures on market salaries across multiple sectors locally in the war for talent.

Each time It is we currently analyse job a candidate types being led advertised, market, and proportions traditional by sector recruitment remain the methods are not necessarily working

same. Trades, Tauranga as well


as they used job Professional

to. perks Services, on Healthcare, offer as Construction market and heats up

Hospitality are in greatest demand.

Ground Floor, We Rydal are hearing House, about 29 Grey pressures Street, on Tauranga market salaries across multiple sectors locally in the war for talent.

PO Box 13057, It is Tauranga currently a 3141 candidate led market, and traditional recruitment methods are not necessarily working

as well as they used to.

Ground Floor, Rydal House, 29 Grey Street, Tauranga

PO Box 13057, Tauranga 3141

Ground Floor, Rydal House, 29 Grey Street, Tauranga

PO Box 13057, Tauranga 3141

According to Priority One’s recent Future of Work information

own backyard to have an amazing future – Tauranga Moana

is the perfect place to have a fulfilling career, now and in the




















Sampson takes over top role

at Port of Tauranga

Leonard Sampson – who has just taken over from the long-serving Mark Cairns as chief executive

of Port of Tauranga – was quick to remind the Bay of Plenty Business News that he had known and

worked with his predecessor for many years.


Before joining the Tauranga

port in 2013 as commercial

manager for six years, he held

senior roles at KiwiRail, Carter Holt

Harvey and Mainfreight. He was subsequently

the port’s chief operating

officer for 18 months before taking

over Cairns’ role.

Cairns told Bay of Plenty Business

News in a recent interview that

he was a strong supporter of Sampson’s

elevation to the top job and also

encouraged him to take up a recent

three-month intensive Harvard Management

Programme on-site course in

the US.

“I already knew the port quite

well and negotiated contracts with

the Metro port in Auckland and knew

Mark well,” Sampson said when he

sat down with us for his first interview

in his new role.

The new chief executive noted that

he was already involved in a lot of the

strategy of the port’s business and its


‘It’s difficult to say we’re going to

need wholesale change and not also

assume responsibility for things that

are already being done,” he said.

Good strategic initiatives


“From a business perspective we’ve

got some really good strategic initiatives

underway. We’ve got a lot of

growth in the industry. For example,

the kiwifruit industry is growing and

we need to be able to respond to those


Sampson noted that there were

still changes evolving in shipping

dynamics with vessels continuing to

get larger.

“We will continue to see the consolidation

of carriers,” he said. “In

our view, essentially as the vessels get

larger there will be fewer ports and

greater levels of transhipment. “

Port of Tauranga is already now

effectively the busiest port in New

Zealand, he said.

“We have 2 million containers

through the terminal a year at the

moment,” he said. “We are the largest

container terminal nationally by 45

per cent. We move 45 percent more

containers than Auckland.”

Sampson was cautious in being

drawn into comment on Ports of

Auckland activities. However, he

said Auckland clearly faced some


“From a NZ supply chain, and

from a Port of Tauranga perspective,

we really need them to get back to

some level of productivity, but they’re

not there yet unfortunately,” he said.

Automation challenges and

labour issues in Auckland

“That’s a combination of automation

challenges and labour issues. It

doesn’t really matter what they are,

but from our perspective we just need

them back.

“We need vessels to arrive on

schedule and we need them to be

worked on schedule and that just does

not happen at this point.”

The onset of Covid-19 has clearly

played a role, but there were also

delays in Auckland, he said. Most

observers have noted the increased

incidence of vessels being moored

outside the port awaiting access to

space at wharves inside Tauranga.

“The reality is we have had 100

less container vessels through the port

this year compared to the same period

last year,” said Sampson.

“Our schedule relies on the ship

calling on Auckland first then discharging

at other ports and picking up

Leonard Sampson: was the in-house

choice as new port CE0. Photo/Supplied.

empties, and then moving on to Tauranga.

Once it does that and it’s late,

then everything is late.”

Sampson recently noted the chair

of an international container lines

committee in NZ stated they were

accessing eight less voyages a year

because of the delays.

Sampson was quick to point out

that the Tauranga port had been fortunate

to have quite a good diversity of

cargoes that had performed strongly

this year. “It’s been a tough year, but

one that will be OK,” he said.

Covid-19 was certainly causing

delays and congestion in some other

ports in the world, including China

and Singapore, he said.

“By the time the vessel reaches NZ

there is typically a transit time – this

affords the ability to catch up on some

of those delays.

“They might get to New Zealand

to three days off schedule. But that’s

not the significant difference. When

the vessel calls into Auckland first

and discharges imports and then takes

another seven days, the ability for us

to catch up on time around the coast

is difficult.

“There are more ships having to

wait to get in because our berth windows

are being extended – they’re all

arriving off schedule.”

Berth extension plan still


The Port of Tauranga recently

attracted news attention because its

announced plan to extend the scope

of its berthage was knocked back.

However, Sampson insisted the plan

remained unchanged.

“Because of the growth and the

response to the growing trade, we

need to develop the Sulphur Point

container terminal and as part of that

we are going through a process to

consent the development of up to 380

metres of a new container berth with

the initial development likely to be

280 metres,” he said.

The extension is to the south of

Sulphur Point.

“This has been in the longterm district

plan for over 20 years.”

Last year the port was instead

invited to participate with the extension

in the government’s planned

“shovel ready” projects.

Sampson noted there were some

300 jobs likely to come from the Sulphur

Point extension, where geo tech

work has already been undertaken.

“That’s because of the growth

we are going to have there in terms

of trade, but we were unfortunately

declined through the ‘shovel ready’

projects,” said Sampson.

“We weren’t looking for funding,

just to get going.”

Sampson said instead, this May

the port expansion plan was admitted

under the BOP Regional Council’s

conventional consent process and it

has also requested a direct referral to

the environment court.

The relevant minister had suggested

that was the path the port

should look to undertake given the

importance of the development.

“It hasn’t been knocked back, but

just put on another path,” he said.

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Friday August 20th, 9am-10:45am

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Why debt collection is

often a waste of time

Over the past 15 years I have loaded thousands of debts for collection and one thing that has

always rung true is that those that will pay will pay and those that won’t pay won’t pay. This

may seem like a simplistic view of an entire industry until you drill down into why it is so.

Why does debt collection

sometimes work?

The reason that debt collection

sometimes works

is that the debt collector

is not the creditor and there is

a feeling of escalation, giving

the debtor the impression that

if the debt remains unpaid it

will continue to escalate to an

unknown conclusion such as

default listing or court action.

In these cases the debtor

will often pay the debt to get it

out of the way or in some cases

they have simply forgotten to

pay and the embarrassment of

this is enough of a prompt.

Why debt collection

often doesn’t work

Debts mainly occur for the following


1. An underestimation of what

something will cost.

2. A dramatic change in financial

liquidity on the behalf

of the debtor.

3. A genuine dispute around

the provision of services

and or products.

4. A miscommunication

between the parties

involved that turns toxic.

5. A practiced recidivist

debtor who never intended

to pay in the first place.

6. An oversight in payment.

In my experience only two

of the above can be resolved

quickly and easily by using

traditional debt collection


The debt collector is either

the reminder to pay or the

threat of further action and

cost is enough for the debtor

to reprioritise the payment

or access funds from another

source to pay the debt.

With the other four reasons,

not only can traditional techniques

fail to render payment,

they can actually make the

debt harder to resolve by causing

the debtor to entrench their

position forcing the debt into

the disputes tribunal or higher

court, creating a chronological

and financial drain on both

parties and rendering the relationship


In my experience once a

debtor states their position

three times to a creditor it is

very, very unlikely that they

will back down from this, irrespective

of its validity, as they

feel unheard and the non-payment

becomes one of principal

despite the consequences that

this may have as they see the

fight as a noble one.

So what is the solution?

What I have found is that the

difference between successful

“Debt Collectors” and those



Nick Kerr is a Business Advisor at NJK Advisory Ltd.

He is also director of International Private Investigations Ltd.

Nick can be reached at

who just play the percentages

game is that the successful

ones know how to mediate the

situation that underlies the non

payment and allows both parties

to feel heard.

Thus payment of the debt

In my experience once a debtor states

their position three times to a creditor it

is very, very unlikely that they will back

down from this.”

is not an admission of wrongdoing,

but rather the logical

conclusion to the conversation

where outstanding issues are

resolved. The outcome of this

is not only that the creditor

gets paid, but also the situation

is resolved with no residual ill


Through my work with IPI

we have mediated situations

where the parties were at such

a level of toxicity towards

each other that merely seeing

each other in public would

lead to a physical confrontation.

After the mediation, the

parties shook hands and were

both noticeably unburdened

from the stress surrounding the


Many people believe that

once a debt is paid then that is

the end of the matter.

However, in this age of

connectedness there is no way

of knowing how many current

or potential clients a business

could have lost because of

how a situation is resolved

or through the actions of an

aggrieved party, such as negative

reviews, social media

posts or even going so far as

to personally call large potential

clients of the creditor in an

attempt to dissuade them from

using the business.

I see this time and time

again, especially in the construction

industry. It is imperative

to consider the future

while addressing the past.

Just a thought


Seeka announces an

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New Zealand’s largest

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Seeka [NZX:SEK]

announces an equity

investment in Fruitometry

an innovative horticultural


In its first year Fruitometry

successfully delivering

a new commercial

Digital Crop Estimation

(DCE) service to kiwifruit

growers, managers and

packhouses in the North


Fruitometry’s exclusive

technology enables the

$3billion kiwifruit industry

by growers being able

to measure fruit set and

growth by row throughout

the growing season.

Fruitometry CTO

and Founder Christopher

Miller said “We are

delighted with our performance

after commercially

scanning a thousand hectares.

Grower feedback has

been fantastic; it affirms

our hard work to transform

a challenging concept into

a horticultural metrics provider

in three years.

Seeka is an ambitious,

growth-oriented leader.

Their investment is rocket

fuel to rapidly scale our

operation, broaden our

product line and launch

innovative tech towards

additional crops and

beyond New Zealand.”

Fruitometry’s new service

utilises advances in

telemetry, imaging and

artificial intelligence (AI)

using deep neural networks

that quickly digitise

orchards to provide

insightful reports for targeted

orchard management,

horticultural process

control and supply chain

fruit volume estimation.

Their proprietary software

streamlines realtime

image processing, AI

training annotation, data

warehousing, analytics

and comprehensive report

generation into a scalable


Seeka CEO Michael

Franks says “We identified

Fruitometry as an innovative

start-up that will

enable us to better manage

our orchards and provide

accurate pre-harvest fruit

volume estimation. With

his proven track record

developing inventive

America’s Cup technologies,

Chris and the team

really bring the X-factor to

designing innovative solutions.

We believe there is a

lot of value for both companies

in this investment.”

Seeka’s minority

investment of $2.6 million

values Fruitometry at $10

million. Fruitometry will

continue to operate independently

while expanding

their service.

Fruitometry’s head

office is in Katikati, Bay of

Plenty. Fruitometry’s purpose

is to provide knowledge

that empowers growers

to efficiently manage

their orchard, maximise

their yield and provide

accurate pre-harvest crop

estimation for the entire

value chain.

Fruitometry has been

supported by Callaghan

Innovation with a research

and development project


Fruitometry Director

and Co-Founder Mike Ullrich

said “We are thrilled

to work with Seeka who

are a significant leader in

New Zealand horticulture.

This investment will help

us accelerate our product

development, continue to

build our innovative intellectual

property and scale

up our team and services.

“Agritech is a key

driver to improve productivity

and provide a competitive

advantage for New

Zealand companies and we

are excited to be leading

the way. We look forward

to sharing more of our

innovative services in the


Our city’s expanding, so is our team

From property to roading to large-scale subdivisions, Holland Beckett is thrilled to welcome

Jaimee Kinzett’s big city experience back to Tauranga.

Jaimee has recently returned home to the Bay, with more than a

decade of practising law in Auckland giving her all the experience

she needs to deal with all your pressing property issues.

Jaimee has spent the last three years at Auckland Transport

as a specialist in Technical Property Services, working closely

with Auckland Council, Kāinga Ora and large-scale property

developers. Prior to this, she spent 10 years in a leading specialist

commercial property and resource management firm advising

a listed national property company, institutional investors,

corporate and private clients.

Jaimee brings vast experience to the Holland Beckett team, including

acquisitions and disposals; commercial, industrial and retail leasing;

developments/subdivisions; due diligence investigations;

Public Works Act and Local Government Act matters including

acquisitions and disposals; and roading matters, including

road stoppings, legalisations and encroachments.

Jaimee Kinzett


DDI 07 577 8680 Mobile 027 230 3338



Digital hub brings benefits to Katikati

Katikati’s new digital hub in The Centre – Pa _ tuki

Manawa has fast become a hot spot for people

seeking to connect and easily access the technology

they need to accelerate their business, learning and


The hub is in the heart of Katikati

and is equipped with top notch

digital technologies, meeting

rooms and resources.

Its purpose is to provide residents

of Katikati and the surrounding area

with access to the digital technologies

needed to adopt digital tools and learn

new skills.

Western Bay of Plenty District

Council’s Customer Service and

Governance Manager Barbara Whitton

says the digital hub has become a

valuable community asset, especially

for hosting workshops and training

in digital skills. “We’ve had good

demand for our training space, hosting

everything from codeclub to basic

computer skills.”

Other bookings have included

a ‘Better Digital Futures’ course

designed to help seniors with computers

and devices, and a ‘Digital Boost’

workshop for local business owners

to grow their digital marketing skills

with social media marketing, ecommerce

tips and website building skills.

Barbara says, “Use of the meeting

rooms and hot-desking spaces is also

growing. Facilities include four bookable

rooms for meeting, video conferencing

and training, and 12 hot desks

hireable by the half day.

“The facilities are well suited to

running programmes, teen studying

areas, meetings, and learning in an

open environment. Our team are keen

to help make it happen.”

The digital hub is self-service and

open 24/7 for registered users. A staff

member is present from 10am-12pm

on weekdays to assist anyone who’s

keen to check out the facilities or

want to chat with staff about booking

a space or the technology available.

Booking for all rooms and hot

desks can be made online through the

Pātuki Manawa Digital Hub website

The digital hub is located in The

Centre – Pātuki Manawa, 21 Main

Road, Katikati.

Tech Tuesday

World-leading app to train teachers in

Te Reo Māori

Bay of Plenty teachers now have access to

a world-leading Te Reo Ma _ ori app, through

a Ministry of Education initiative aimed at

strengthening New Zealand’s education

workforce in Te Reo.

Reo Ora is a fully automated

Te Reo Māori

app developed by one

of New Zealand’s leading linguistics

and Māori language

experts, Dr Rāpata Wiri (Te

Arawa, Ngāti Ruapani) and

built by Rotorua-based Salt +


Dr Wiri said the multi-dialect

app is the only one of its

kind, accepting answers in all

different Māori dialects based

on tribal differences.

Salt & Tonic director Josh

Dillner said it also features

the world’s first transcription

service for Te Reo by Te Hiku

Media, where students can

record themselves speaking

and transcribe it into text.

“It’s been a privilege to

deliver world-class technology

with a local solution at the


Reo Ora is working alongside

Te Taumata o Ngāti

Whakaue Iho Ake Trust with

the Ministry of Education’s Te

Ahu o Te Reo Māori initiative,

with the aim of training 10,000

teachers and support staff in Te

Reo Māori nationally per year,

including 1,000 in the Bay of


“Reo Ora will initially be

Josh Dillner with Dr Ra _ pata Wiri showcasing the Te Reo Ma _ ori app.

used to train 470 people in the

wider Bay of Plenty region,

including Rotorua, across

early childhood, primary

and high schools,” Dr Wiri


The app is currently being

used through Ngati Whakaue’s

Māori language strategy to

encourage a revitalisation of

the language within the iwi

and is also generally available

to anyone who would like to

learn Te Reo Māori through

Dr Wiri says there is a massive

national demand for Te

Reo courses. Many institutions

like Te Wānanga o Aotearoa

cannot cope with the demand

and have long waiting lists.

He explains the app is an

effective way of teaching and

delivering material, as well as

overcoming common hurdles

students face when learning a

new language, such as the fear

of mispronouncing a Māori

word or phrase, in public.

“The motivation for many

students learning through the

app comes from not wanting

to say it wrong in front of a


“If they’re on Zoom, they

can listen; they can practice

on Facebook and go at their

own pace. We call it self-determined

learning and it’s the

new way of doing things.”

The Reo Ora app supports

students to become competent

Te Reo Māori speakers in 12

weeks by teaching the 329

most commonly used words

and the 30 most commonly

used sentence patterns in the

Māori language. These words

and patterns make up 65% of

everyday conversation.

“Ours is a formulaic

method. It’s based on patterns

and repetition of sentence pattern,

which is the most effective

way to learn a language,”

Dr Wiri said.

“We have taught over

250 students who have completed

the Level 1 course with

remarkable results.”

Liquid Financial Advisors

owner and director Peter

Moore is currently doing the

Reo Ora course, motivated by

his whanau history.

“My grandmother spoke

fluent Te Reo, then my dad

was told he shouldn’t as it

would impact on his ability to

get ahead – it also meant I was

never given the opportunity –

looking back, it’s a tragedy.

“So, I looked around for

ages trying to find ways to

learn Te Reo, researching textbooks

and a range of other

options. Then I came across

Reo Ora.

“I’ve come such a long way

with this course, which is great

through the app as I’m too

busy to attend lectures.

“Te Reo has a grammar

structure that is crucial to

understand – the way this

course is structured has helped

me to pick that up. I’ve learnt a

lot. Discovering my language

has been a privilege – it would

have been lovely to have had

the opportunity to kōrero with

my grandmother,” Mr Moore


Dr Wiri has been a Māori

language lecturer within universities

in New Zealand and

Hawai’i for the last 30 years.

During this time, he has taught

thousands of students to

become confident speakers of

Te Reo Māori.

Dr Wiri shares “No reira,

kia kaha ki te ako mai i to

tatau reo taketake o Aotearoa!

Be vigilant in learning our

native language of Aotearoa/

New Zealand!”

He encourages everyone

to practice these sayings in


• Mauri tū, mauri ora! – An

active life force is a healthy

life force!

• Mā te whakaharatau e tika

ai – Practice makes perfect.


Anchor AIMS Games. Photos Dave Lintott

Trustpower Arena is turning 10!

In August Trustpower Baypark Arena is celebrating its 10th

anniversary. The Arena has been an integral part of the

Tauranga community now for 10 years, hosting more than

4 million guests over a wide range of events, some of

which are the largest of their kind in the region. Baypark

Arena has also facilitated and supported many local

sports clubs and community groups over this time.

To mark this monumental occasion

Trustpower Baypark will

be hosting a Family Fun Day on

Sunday 29 August from 10am – 2pm.

Mark your calendars for free entertainment,

activities, giant cake and

much more for the entire family.

Canvas Tauranga Careers

Expo 2021

Which University is best? How do I

get into the trades? Am I doing the

right courses? Should I leave school

now? Can I retrain? How can I make

an impact in my job?

The Tauranga Careers Expo

2019 brings it all together in one

huge arena, helping you find direction

for your next career move. This

expo brings together leading businesses

from across the Western Bay

of Plenty’s diverse industry sectors,

alongside the best Universities, trade

and tertiary training providers from

across New Zealand. Don’t miss this

free expo on 30 & 31 July from 10am

– 3pm.

University of Auckland –

Tauranga Future Student


Future Student Evenings are an

opportunity for whānau, parents,

caregivers and students to hear about

what the University of Auckland has

to offer. You want the best for your

family member. You want them to

earn a quality degree that will help

equip them for the paths they choose

to take.

But you also want to know that

during their time at University they

are happy, safe, supported, and that

they are making the most of the

opportunities presented to them.

The University of Auckland

Future Student Evening on 2 August

was designed to answer the questions

you may have as a parent or guardian,

so you can help them make an

informed choice – a choice that will

help set them up for life.

Battle in the Bay 2021

Based in the heart of Tauranga,

the Bay Twisters is the only not for

profit cheerleading club with USASF

Coaches in New Zealand.

In 2016 Bay Twisters hosted the

first cheer leading competition in

the Bay of Plenty, the event proved

extremely popular.

There were local and international

celebrities, TV appearances and a

Guinness World Record attempt to

name some of the excitement. Now in

its 5th year and a 2 day event, Battle

in the Bay 2021 promises to be a

memorable event. 7 August – Teams

Compete & 8 August – Specialities



Formidable indie-pop sensation

and rising global superstar BENEE

announced a nationwide regional


tour for August.

BENEE will visit

every corner of

the country, hitting

eight different

towns and cities

throughout the


The ‘Supalonely’

singer has had an

incredible 18 months,

from releasing her debut

album ‘Hey U X’, to sharing

the album with Kiwi crowds on a

sold-out eight-date tour in late 2020

and being named on Forbes 30 under

30 Asia 2021 list. Worldwide streams

in the billions have made her one of

the most exciting new acts to have

emerged anywhere.

Following the success of her October

tour, BENEE recognised that fans

outside the main centres don’t often

get the opportunity to experience fullscale

pop concerts in their own backyards.

Throughout August, she will

bring her trademark infectious energy

to crowds across Aotearoa to get people

up on their feet for a groove-worthy


Anchor AIMS Games

BENEE will perform eight headline

shows across the country, visiting

New Plymouth, Palmerston North,

Porirua, Invercargill, Nelson, Tauranga,

Napier and Hamilton.

For complete tour, ticket and VIP

information go to www.livenation.

Anchor AIMS Games

Anchor AIMS Games is an interschool

sporting competition for

young sportspeople across New Zealand

and the wider South Pacific.

On 4 – 10 September many

thousands of 11 to 13-year-olds

will gather in Tauranga to compete

against their age in a variety

of individual and team sports.

For many, this is their first

experience of a super-scale sports

event, complete with an opening

ceremony, professional livestream

coverage and world-class facilities.

Anchor AIMS Games encourages

an active life, fair play, and participation

across a variety of sports. Many

professional Kiwi athletes have come

through the Games on their way to

specialisation and achievement on the

world stage.

Premier Venue

Battle in the Bay

Trustpower Baypark is Tauranga’s

Premier Venue for conferences, meetings,

entertainment and exhibitions.

Offering a complete package in

one convenient location that features

state of the art meeting rooms,

in-house catering, audio visual services,

professional conference organiser

(PCO) and marketing/promotional


For more information on any events, enquiries for Trustpower Baypark venues, BayStation activities or service on/off site from BayCatering, BayAudioVisual

visit or email


What is a Disaster Recovery and

Business Continuity plan and why

your business needs one?



Mariette Tolmay is the marketing lead at Stratus Blue.

She can be contacted at

What is disaster

recovery and business


In today’s ever-evolving business

landscape, there’s zero

tolerance for downtime, a simple

human error, a cyberattack

or natural disaster could bring

your business to a standstill.

Having a comprehensive business

continuity and disaster

recovery (BC/DR) response

plan is key to business resilience

and for the survival of

your organisation.

Without getting too hung

up on definitions, let’s say that

disaster recovery is getting the

IT infrastructure back up and

running, while business continuity

is a broader discipline

that gets the business back up

and functioning once the lights

are back on.

Disaster recovery and business

continuity (DR/BC) are

like any other type of insurance:

People generally understand

its importance but tend

to not pay attention until it is

too late. It’s just an unpleasant

topic. BC/DR enables organisations

to adapt to and bounce

back from disruptions while

maintaining continuous business


Why every business

needs a robust BC/DR

plan in place:

With organisations going

through digital transformations

and more employees working

remotely, cybersecurity

is a top priority for almost all

IT teams. Businesses must be

prepared for cyberattacks and

unexpected IT outages such

as network outages and server

failures. In fact, in the 2019

State of IT Operations Survey

Report, nearly 61 percent of

the survey respondents who

had a security breach in the

past year, had two to four IT


In the past, some companies

were under the impression that

only large enterprise organisations

needed BC/DR plans.

However, it is just as critical

for small and midsize businesses.

The 2019 Verizon Data

Breach Investigations Report

showed that “43 percent of

[security] breaches involved

small business victims.”

When it comes to running

a business, no phrase rings

truer than “time is money.” So,

the moral of the story: downtime

is a big deal. Without a

robust BC/DR plan in place a

business is at risk of serious

financial loss and reputational

damage. Incidents are not only

potentially toxic to customer

trust and loyalty. They’re also

the financial grim reaper.

The average cost of downtime

is $5,600 per minute for

medium enterprises, according

to a 2014 study by Gartner.

The research firm is quick to

point out, however, that this

is just an average. For small

businesses, that number drops

to the lower-but-still-significant

tune of $137 to $427 per

minute. And although we often

focus on the loss of revenue

and productivity due to downtime,

according to independent

data protection and security

research firm, Ponemon, the

largest share of downtime

cost is business disruption, a

category that includes reputational

damage and customer

churn. It’s clear that minimising

downtime should be a priority

for companies of any size

and across all industries.

Having a proper BC/DR

plan in place means in the

event of a disruption, a business

can quickly recover mission-critical

data, restore IT

systems, and smoothly resume

operations. Giving an organisation

the ability to maintain

essential processes before,

during, and after a disaster.

Therefor minimising both the

downtime and the cost of a

disruption and ensures that a

business can operate as close

to normal as possible after an

unexpected interruption, with

minimal loss of data and reputational


If your organisation doesn’t

have a BC/DR plan in place,

start by assessing your business

processes, determining

which areas are vulnerable,

and the potential losses if those

processes go down for a day, a

few days, or a week.

Next, develop a plan. This

involves 6 general steps:

1. Identify the scope of the


2. Identify key business areas.

3. Identify critical functions.

4. Identify dependencies

between various business

areas and functions.

5. Determine acceptable

downtime for each critical


6. Create a plan to maintain


And finally, TEST that



Bike tech brake sensor and app to

seek investment

Potential investors have plenty of options to choose from at the

Rotorua Pitch Night on 28 July.

Six businesses are lined

up to pitch, from a

range of industries,

including bike tech, tourism,

gin and vodka distilling,

ag tech and peer lending


Matt Miller is pitching his

company BrakeAce. He has

developed the worlds first

brake sensor and app to help

mountain bikers improve

their speed.

“Currently there are more

than twenty companies that

offer data products such as

Strava and Garmin, but no

company offers a tool to

help riders improve the way

they ride. BrakeAce changes


“I really struggled as a

mountain bike racer and

wanted to understand what

made some riders faster and

others slower.

“I studied the science all

the way through my Phd,

where I really focused on

braking and how this impacts

overall trail speed.”

“BrakeAce has been five

years in development and has

been trialled extensively by

riders at all levels.”

“The sensor measures

the data and the app does

the number crunching to

provide riders with the top

three things to improve their


“Users have averaged a

five second improvement

in just one day from using


“The global mountain

bike market is projected to be

worth US$10 billion by 2026

and is worth $13.5 million

per annum in Rotorua alone.

I’m pitching to raise funds to

take BrakeAce to this market

and help mountain bikers get

faster without the need to get


The Rotorua Pitch Night

event has the aim to introduce

investment ready businesses

to prospective investors

and be the start of an active

local investor community in

Rotorua. The event is being

run by Firestation, Rotorua

X and Rotorua Economic

Development Limited.

Businesses had to apply

to pitch. Event Director Darren

McGarvie said interest in

pitching was high and they

only accepted half of those

that applied.

“We were blown away

with the level of interest in

pitching, and the calibre of

the businesses. We had more

than 10 applications and had

to make some tough decisions

on who should pitch on

the night.”

“Pitch Night will be an

interesting evening with

a wide range of industries

covered, with a mix of some

asking for equity investment,

some for lending or a combination

of both.”

Other pitches on the night

include Wire Adventures,

a new tourism adventure

offering, Copperhead Road

Matt Miller

Vodka Distillery, CipTech

an ag-tech for better dairy

plant, vat cleaning and milk

quality, Indigishare a peerto-peer

lending platform and

Pink and White Geothermal


An expert panel will provide

feedback to the pitches

on the night and ask questions.

The panel includes

Destination Rotorua CEO

Andrew Wilson, commercial

lawyer Mark Copeland,

Stoked NZ founder Debs

Brocklesby, Rhythm &Vines

founder Andrew Witters and

Rotorua deputy mayor Dave


Audience attendance is

limited to genuine individual

and corporate investors,

pitch team supporters and

event partner sponsors and


People interested in

attending must register

to attend to receive event

details. Audience registrations

will be accepted until

venue capacity is reached. To

register to attend go to www.





This month we decided to ask a number of Bay of Plenty business leaders to give

us their thoughts on business leadership. We put out our feelers to a wide range of

business leaders across the region and asked them to respond to three questions:

• What does it take to be an exceptional leader in business in 2021?

• What tips do you have for other BOP business leaders?

• What are the big opportunities you see for new business growth in the region?

We felt this leadership focus complemented nicely the BOP Personality Profile

piece on Port of Tauranga’s new chief executive Leonard Sampson (see page 6).

We were pleased with those who responded, but there are still a lot of other

leaders out there we’d like to hear from.


Thank you to those leaders who

responded, we appreciate you

sharing your thoughts with the

wider business community. We

also acknowledge the challenge of

answering our questions in such

a brief form – your answers are

illuminating. We will be running

another leadership forum in our

December issue. In particular, we

would like to see a far broader and

more diverse range of comment

from right across the region; I

for one look forward to reading

comments from more women

leaders, seeing a wider range of

cultures represented and making

sure the entire region is well

represented. So, the challenge

we are issuing: please reach out

to us so that we can share your

experience, insights and stories.

Alan Neben, Publisher


Leading with vision

As Senior Deputy Vice-Chancellor of The University of Waikato,

Professor Alister Jones is proud to have led the development of the

new campus space in Durham Street, Tauranga.

What does it take to be an

exceptional business leader?

Leading with vision, as well

as integrity, compassion and empathy.

We also need to move beyond seeing

people as resource – staff are a source

of ideas and you need to galvanise their

continued buy-in and commitment. This

is particularly important in the complexity

of the current working environment,

where the workforce wants increased

flexibility and real purpose.

The staff are the power house of

a successful business. It’s important

to empower your people, to connect

and stay connected, and to develop a

culture where everyone knows and is

contributing to the broader business

strategy. This means developing a shared

understanding of success, having an

aspirational but realistic implementation

plan that focuses on the how, and

clear measures of achievement. A

compassionate leader also works with

staff as ‘whole’ people – staff feel valued,

and believe that their well-being is

important. These are all easy things to

say – it’s far more difficult to embed this

culture through an organisation.

What tips do you have for other BOP

business leaders?

It’s important to stay the course, and to

be resilient and flexible, responding and

adapting to changes as they emerge. Be

open to taking risks, but fail fast and

learn continually. Take action when it’s

needed rather than delaying, while also

making time to reflect and consolidate.

Take a data-driven approach to decision

making – what seemed to work yesterday

may not still be the best solution.

What are the big opportunities you see

for new business growth?



Senior Deputy Vice-Chancellor,

University of Waikato

Alister is currently the Senior

Deputy Vice Chancellor of the

University of Waikato. A former

Dean of Education and Research

Professor, Alister has had a long

involvement in international

education as well as building

educational research capability in a

number of countries.

Businesses are not islands –

partnerships are important. However,

these partnerships require purpose,

collaboration, and integrity. Through high

quality, flexible qualification pathways,

the University of Waikato is contributing

to the Bay’s pool of talent, including

growing business leaders.

We’re in the business of growing

people, and there are fantastic

opportunities for businesses to

partner with the University across a

range of areas, including research

and development, internships, and

accommodation and student services.

The University’s increasing presence and

connections across the Bay, nationally

and globally, will support a growing

knowledge economy across the region.





C E L E B R A T I N G B A Y B U S I N E S S | 2 0 2 1

Alister, don’t miss out on Yearbook 2022 – we’d love to

have the University of Waikato profiled in the 2022 edition



People centric

agile leadership


people centric agile leader

understands that people buy

from people and in a market of

rapid change the need for agility

to adapt and transform to the needs of

customers and employees is vital.

The most successful people centric

leaders will focus their entire attention

on the real reason for their being, - the

customer, and the single most important

driver will be the leader’s ability to

ensure customers become advocates.

They do not measure success against

competitors but instead concentrate all

efforts on exceeding customers’ needs

and expectations and measure success

against this.

People centric leaders will recognise

that the number one asset in the

business is their people, each individual

employee who are valued recognised

rewarded and empowered. Employees

who embrace a clear vision, mission and

core values that reflect the very essence

of the business and its focus on people.

Employees want to know their roles and

importantly how their efforts contribute

to the business fulfilling its purpose.

Customers and employees are

critically examining businesses and

choosing them for their sustainability

not only economically in terms of profit

but their contribution to society and the

environment. Customers and employees

want authenticity, an ethical pathway for

the business through the leadership to

meet these goals and be able to align

their own goals to see them met.

The people centric agile Leader will

embrace the Technology (ICT) revolution

as the biggest enabler for transformation

where the greatest certainty is the

new paradigm of uncertainty. Leaders

recognise the need to be agile and

collaborative responding to this exciting,

changing environment where use of

digital and e-commerce platforms

speak directly to their customers and

employees. Emerging Global trends prior

to Covid have accelerated with stronger

work life emphasis and balance and

WFH(work from home) and LFH (Learn

from home) mandated by this.

The people centric agile leader will

not just look at providing what they


Executive Chairman – FNZIM

40 years as Chairman Brother NZ

and Pacific, 13 years Brother Group

Leader for Corporate/Marketing

Asia Pacific Middle East Africa, 11

years Deputy Chair Of PCF. Brother

NZ team has won numerous

Brother Global President awards for

Management -Marketing.

are required to do by the very good

legislative laws that make and hold

them accountable. These Leaders will go

the extra mile for their customers and

employees recognising that there are

no traffic jams there and they will be

rewarded for this with brand loyalty and

long service.

Significant opportunities exist in the

Digital transformation, e-commerce-web

design-people to people 1x1 marketing

through social media, training and

distance learning and many others.

To be able to build business around

sustainable economic social and

environmental platforms will open the

business out to growth opportunities that

are rapidly expanding.

The fastest growing group of socially

responsible investors are people looking

for companies like this so without being

cynical – it is great for business all round.



Why it Matters

for Managers in

Today’s Workplace


Tauranga, Friday August 20th, 9am-10:45am, Hotel Armitage

To Register for Tauranga:

Investment: FREE

Programme Schedule:

Contact Us:

Dale Carnegie BOP Waikato

Michael Shaw – 0275 429144

What You’ll Learn

The difference Psychological Safety makes to:

• Diversity, Equity & Inclusion

• Organisational Agility

• Employee Engagement

• Staff Retention

• Resilience

How to Create Psychological

Safety in your team


Act with decisiveness

What does it take to be an

exceptional business leader?

It goes without saying, in the

last 18 months we’ve all been thrown

significant challenges. For a number of

businesses, just navigating the year is

celebration enough. These challenges are

something we’ve observed on a global

scale across our customer base, as we’ve

worked alongside them.

I’m not sure about being “exceptional”,

but what’s become clear is that leading

and growing a business is a journey that

doesn’t stop until the last day you walk

out the doors. I’ve personally grown

exponentially since starting the business

and the only thing I’m sure about is that

I’ve got further to go.

What tips do you have for other BOP

business leaders?

Leading truly is a journey, and one thing

I’ve learnt is that you don’t have to know

the answer to everything at the drop

of a hat. Take your time to think things

through and then, act with decisiveness.

Thinking you “know it all” may work

for the majority of the time, but it’s

events that happen outside of ‘business

as usual’ where organisations can

be derailed and strategic plans are


What are the big opportunities you see

for new business growth?

I’m biased, but I see a lot of opportunity

for emerging tech businesses within the

Bay of Plenty. Covid showed us we don’t

need to be in-person to be productive.

The tyranny of distance has disappeared

and this presents exciting opportunities

for all corners of the globe including and

our piece of paradise.

New Zealand has been reliant on the

primary export sector for a long time

and until recently it’s been a highly

successful, but concentrated approach.

Shifts in shipping costs, the labour

market, environmental concerns and


CEO – SwipedOn

Hadleigh Ford is the founder and

CEO of SwipedOn, a leading visitor

management solution. SwipedOn

is used in 7,000 locations, in

74 countries globally. In 2018

SwipedOn was acquired by UK listed

SmartSpace Software. Hadleigh

stayed on as CEO under the public

company. He is also a Master

Mariner and former Harbour Pilot

with a lengthy seagoing career.

scarcity of land have posed significant

challenges to this sector and raised

questions around our sole reliance on it.

Technology on the other hand is

often referred to as a “weightless export”.

At SwipedOn, up to 90 percent of our

revenue is derived offshore, allowing us

to reinvest in the local economy. All we’ve

needed are a handful of desks, some

talented individuals and a lot of hard

work to grow this organisation to what it

is today. If you extrapolate this out across

a number of international technology

businesses that could be based in

the Bay, the net positive is likely to be

significant for the region.

Here’s to continuing the hard work and

a few more “weightless exports” leaving

our shores (and keyboards!) soon.


Your authorised Mercedes-Benz retailer for sales, service

and parts in Mt Maunganui and Bay of Plenty region.



Building on Covid learnings

What does it take to be an

exceptional business leader?

Pivot is the catch word of 2021,

when exceptional leaders trust in and

support their people, the ability to pivot

and create great stuff from what at the

outset appears to be a massive roadblock

(like Covid) is immense. We have all

learnt about the value of flexibility over

the last 18 months, making minor, but

significant changes to the way we think

about the traditional way of working.

The leadership opportunity is to

build on the learnings from Covid, which

brought to the fore how important

connection is to people’s wellbeing

and sense of belonging. We all need

to encourage greater empathy around

what is happening outside of work and

the importance of people being able

to balance the two. We are walking the

talk with our own health and safety

programme, which is driven by care and

ownership, and is called C.O.W.S – Care,

Ownership, Wellbeing and Safety.

What tips do you have for other BOP

business leaders?

The core behaviours of good leadership

haven’t changed:

• Leaders need to trust their instincts,

then test their thinking with people

you know think differently to you.

• Be transparent and operate with


• Be a valued member of your

employee’s community – your people

are part of the community outside

of work, so it’s equally important

for them to feel that they are part

of a business that is making a real


• Always be prepared to front, no matter

how difficult the challenge/issue.

What are the big opportunities you see

for new business growth?

Tauranga city and the Bay of Plenty region

is facing some exceptional challenges,

but the opportunities to attract talent

are boundless. You no longer need to

live in a big city to have access to great

jobs. The changes to the way we work

means we can live at the beach and work


CEO – Ballance Agri-Nutrients

Mark Wynne is the CEO of Ballance

Agri-Nutrients, a 100% Kiwi owned

co-operative. The head office

is based in the Bay of Plenty,

with six manufacturing plants

located through-out New Zealand,

employing approx. 800 people.

Mark has extensive experience in

agribusiness, including 20 years

in the dairy industry. He was

previously President South Asia for

Kimberly-Clark, growing the United

States multinational’s market

share with brands like Kleenex and


remotely, it’s incredibly easy to work with

people from all round the country and

all round the world from your own home.

With more flexibility, and awareness that

people don’t need to be at a desk in the

office to do great work, this opens up a

huge breadth of talent, as there is not

the same pressure to relocate as there

used to be. That said Tauranga is a great

location, easy access to other major

cities, the Port, transport efficiencies for

freight, availability of land and people

want to live in our beautiful city. There

is very little you couldn’t do here. The

opportunities are only as limited as your






C E L E B R A T I N G B A Y B U S I N E S S | 2 0 2 1

See the Ballance Agri-Nutrients Business Profile

on pages 56 and 57


Being honest about decisions

A successful outcome is not measured only in the ‘bottom line’.

Tauranga City Council is a significant

business, managing assets worth

more than $4.7 billion, but it is

also a community organisation,

charged with representing the interests of

150,000-plus residents.

Having now served for five months as

Chair of the Commission which provides

the council’s governance function, I can

tell you that making decisions which

provide the best possible outcome for

the entire community is not always a

simple task.

Looking at my role in the governance

team, which is effectively that of a Mayor,

there are a number of requirements.

While it’s simply not possible to please

everyone, it’s essential that anyone who

wants to express a view on a Council

matter is heard and treated with respect.

That means being honest when

a decision is not likely to satisfy the

individual or organisation involved, but it

also means listening with an open mind

and making changes where they will

create a better outcome.

Governance also requires decisiveness,

making good decisions based on

evidence and then sticking with those

decisions and being ready to advocate

for them in the face of criticism, where


I hesitate to offer advice to the

region’s business leaders, but I would

say that a successful outcome is not

measured only in the ‘bottom line’ – it

also considers whether the interests of

stakeholders (i.e. everyone affected by

our business activities) have been wellserved;

and whether we’ve done the right

thing by our environment.

It may be something of a cliché, but

there really is no ‘Planet B’, so let’s do our

best to leave our world in a better state

than we found it.

Again, my take on opportunities for


Commission Chair – Tauranga City


Anne has been deeply involved

in local and national politics for

the past 35 years, highlighted by

nine years as a Cabinet Minister –

holding the portfolios of Education,

Police, Corrections, MSD and Local

Government. After retiring as

East Coast MP in 2020, she was

appointed Chair of the Commission

which fulfils the governance role at

Tauranga City Council.

regional business growth is shaped by

my role. It’s my job to make Tauranga a

better place to do business, by building

upon our natural strengths – climate,

fertile hinterland, great environment, the

country’s best deep-water port, etc.

The successful business of the future

will be sustainable and will want to

establish here because we understand

and implement sustainable practices; and

because we have invested wisely in the

community facilities and infrastructure

that make Tauranga a great place to live.

Affordable housing for staff and their

families is a big part of that picture.

If that resonates, we hope you will find

your place in our wonderful part of the






C E L E B R A T I N G B A Y B U S I N E S S | 2 0 2 1

See the Commissioners’ Business Profiles

on pages 8 and 9



Create a positive space

Creating a positive space enables employees to flourish both as

contributors to the business and as individuals.

What does it take to be an

exceptional business leader?

In today’s world, leaders

need to lift their game in how they are

connecting with, and looking after, their

people. People expect more from their

employer than ever before.

With such a nation-wide labour

shortage, leaders across all parts of an

organisation must be aware of the need

to engage and connect, creating a future

for employees they want to be a part

of. Connection and alignment through

carefully created people strategies is


All business leaders need to

understand what drives their employees

(the why) in order to understand the

what and the how. Create a positive

space for employees to flourish both as

contributors to the business, as well as

individuals. Take time out to celebrate

successes and milestones.

What tips do you have for other BOP

business leaders?

Covid initially made us all look inwards

within our organisations and potentially

restructure to ensure the business and its

people would succeed.

Take some time now to focus on

new external opportunities, growth and

productivity benefits, to allow our region

to grow and remain attractive.

What are the big opportunities you see

for new business growth?

The Bay has a strong backbone of capital

for investment through its local financial


Chief Executive

Emerging from the investment and

banking world, Scott Hamilton has

led Quayside Holdings for over 10

years with a clear sense of strategy,

opportunity, and innovation.

Scott is an active member of his

community, both through his role

as Chief Executive as well as serving

on a variety of Boards. Scott

believes leadership and culture are

vital in creating a high performing


eco system, the strength of the Maori

economy and investment vehicles like


However, as a region we are highly reliant

on the primary sector and logistics via

the Port of Tauranga.

Quayside’s industrial-style Business

Park at Rangiuru is an exciting

opportunity for the Bay of Plenty region,

attracting more industry to our region

with 148 hectares of land on offer.

Such development helps our region

diversify beyond being port-centric, to

embracing new industries that make

us more resilient to change, including

adding value through secondary

processing of our primary industry






C E L E B R A T I N G B A Y B U S I N E S S | 2 0 2 1

See the Quayside Business Profile

on pages 42 and 43


Collaboration is the key

Local government is a sector that

provides 24/7 service delivery

for every individual, group and

business in our community. The

ability to form relationships and work

alongside the range of communities that

make up the city is key to successful

local government leadership. Recognising

the common threads and appealing to

human dynamics, working together on

shared goals and building credibility with

the community provides Council with the

social licence it needs to operate and get

on with the job.

It important for leadership to create a

safe and open environment that allows

staff to be themselves, unleashing the

ideas, innovation and skills that each

of them bring to work every day. I relish

the challenge of leading and developing

dedicated professionals – people who are

committed to delivering better outcomes

for the people they serve every day.

By working alongside our community,

building their trust and confidence

and providing positive and memorable

experiences through the services we

provide, we can create a city we are all

proud to call home.

The Bay of Plenty has outstanding,

talented business leaders who continue

to contribute to the future of the region

through investing in the development of

people, plant and business innovation.

The region punches well above its

weight in business development, growth

and innovation, supported by wellestablished

networks and leaders.

Our social, cultural, economic,

technological and environmental norms

are changing at an ever increasing pace

and the successful businesses of the

future will be those which understand,

embrace and adapt to change, allowing

them to capitalise on opportunities and

effectively manage risks.

This goes well beyond ‘complying with

legislation’ – it requires a different level

of leadership to rise above and push

organisations and support communities

on the journey to places not currently



Chief Executive

Marty joined Tauranga City Council

in 2018, after leading Whakatane

District Council for seven years.

He has nearly 40 years of public

service experience, including senior

roles with NZ Police and local

government prior to Tauranga

City. He and his Executive team are

committed to creating a highperforming

organisation that

understands and works alongside

the community and provides

decision-makers with high quality

information and support.

Change is always difficult, particularly

when the future is unclear, and a key

role of leadership is to be able to gather

resources, mobilise people and navigate

organisations through uncharted territory

with confidence and humility. Who would

have thought that space travel would

ever be a reality?

Fortunately, space travel isn’t high on

Council’s agenda, but changing this city

is. In simple terms that means creating

a future for everyone, step-by-step,


I’m proud and privileged to be leading

an organisation whose staff front-up to

deliver on our vision of creating a better

Tauranga, every day.



The war for talent is on

Simon Clarke’s experience in a widely diverse range of governance

roles makes him well qualified to comment on leadership issues.

His roles in the Bay of Plenty in particular provide a valuable

insight into leadership issues specifically related to the region.

What does it take to be an

exceptional business leader?

The exceptional leaders that

I’ve had the benefit of working for (and

learning from) largely focus on one thing….

and that’s people.

If you nurture, develop, empower, and

trust your staff they remain highly engaged

and that engagement and positive culture

shines through to your customers and

the communities in which your business


What tips do you have for other BOP

business leaders?

Double down on your investment in your

people and your organisational culture.

The war for talent is on and human capital

is scarce.

Highly engaged passionate people

that are aligned to the purpose of your

organisation will always be your main

competitive advantage.

BOP leaders should be leveraging the

natural advantages (lifestyle, climate,

quality of life) of the BOP to attract and

retain talent.

The other thing I’d say is that

organisations should be designing their

services (or products) from the customer/

consumer back, as well as digitising

and automating all their systems and

processes. All businesses need to be

digital businesses and you need a strategy

for a digital business not a digital strategy.

Like people, technology also needs to

be considered as an “investment” not a


Investing in technology and digitisation

not only creates massive productivity

improvements it also leads to infinitely

better customer and user/staff

experiences. It also creates opportunities

for further innovation and new business


This is a road that Bay Venues has

already started on and I’m excited to be

able to provide their highly capable team

with strategic direction in this area.

What are the big opportunities you see

for new business growth in the region?

The Bay of Plenty is an exciting area

to be in and I think it presents lots of

opportunities for sustainable business

growth across several sectors.

We obviously have an advantage being

in the golden triangle (Auckland-Hamilton-

Tauranga) and have a world class port

in the Port of Tauranga. We also have a

very strong horticultural and agriculture

pedigree across the region and those

sectors have been going well.

On top of these traditional advantages,

we also have a burgeoning technology

and innovation sector and the arrival of

the University of Waikato campus into

Tauranga is adding some impetus to that.


Chair – Bay Venues Ltd

Simon Clarke is a professional

Director and strategic advisor

through his business, Matua

Governance. He is currently the

Chair of Bay Venues, the Chair of

Priority One and is a Director of

Dunedin based electricity lines

business, Aurora Energy. His mission

is to help organizations make a

positive difference to the prosperity

& sustainability of New Zealand’s

environment, society & economy

through strong governance, strategic

direction, and advice.

The investments through the Provincial

Growth fund in the Eastern BOP and in

Rotorua have also created some great

opportunities in those areas.

However, notwithstanding the recent

growth of the Bay of Plenty economy, our

wage rates remain too low relative to other

economies (and that is even more so for


A low average wage rate together with

our high house and rent costs has created

a big problem in growing inequality and

we need to ensure that the “tide of our

prosperous economy lifts all boats”.

Businesses can’t stop house price

increases, but they can lift wages, create

sustainable high wage jobs, and pay

people competitive market rates.

There are also some great

opportunities for businesses to partner

and collaborate to help grow and

develop the Māori Economy and provide

great investment and employment

opportunities for Māori.

We are also lucky enough to have some

large Community Trusts in the Bay of

Plenty that have significant balance sheets

and are always looking for investment

opportunities that make a positive impact

on the communities they represent.

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Council purchases

land as part of

marine precinct

strategic review

Tauranga City Council is set to buy back

a key area of land at Sulphur Point as

growth plans for the Tauranga Marine

Precinct continue to be developed.

Council sold the land at 6 Cross Road to

Pacific 7 Ltd in 2016 to help fund the development

of the marine servicing hub ‘Vessel

Works’ – a council entity that opened in 2018

and provides a marine servicing facility for

commercial and recreational boats.

Recently, Tauranga City Council had the

opportunity to repurchase this site.

Tauranga City Council General Manager

of Corporate Services Paul Davidson says

“the opportunity to buy was taken as it allows

time to review how changes to the ownership

of this landholding may impact the wider

precinct and its users”.

“A strategic review of the marine precinct

is currently underway, so it made sense for

us to purchase the land while the review is

completed this year. This will also allow

progress to be made on other future land sale

opportunities as part of planned future development,”

says Paul. “The goal of the strategic

review is to ensure the marine precinct

is developed and best positioned to deliver

benefits for the local industry and the wider

community in the future.”

Marine precinct users will be included in

this strategic review. “We value the stakeholders

in our local marine industry, and we

are committed to working alongside them to

understand how our goals may align in the

future,” says Paul

Greener leases

There is significant dialogue happening in the office sector currently around ESG – environmental,

social and governance – and how these three pillars or performance indicators are used to assess a

company or investment project to determine its sustainability.

Office tenants are increasingly

seeking to adopt

a strategic approach to

sustainability, given expectations

about carbon footprints and the

balance sheet benefits that energy

efficiencies can bring to a business


With 40 percent of carbon

emissions coming from the built

environment, the “E” component

of ESG and commercial property

are firmly in the spotlight and the

corporate world is transitioning

to a lower carbon, more sustainable,

and more resilient future

where people and community are


Cost-effectiveness and


Having an energy management

plan based around cost-effectiveness

and energy-optimisation

is central to a business’ sustainability

goals and Steve Rendall,

Bayleys national director office

leasing, said “greener” leases

are becoming more prevalent

– particular among corporate


“Today’s commercial property

occupants and their employees

expect landlords to take

meaningful steps to improve the

sustainability footprints of the

building they occupy.

“As awareness of climate

change increases and the built

environment comes under greater

scrutiny, landlords will be under

growing pressure to be proactive

in the sustainability space.

“Larger public sector and

corporate occupants are depending

on measurable and reliable

sustainability data for reporting

back to stakeholders, so landlords

and/or their facility managers,

will need to be across the

terminology, the standards and

the expectations.”

Rendall said conversations

around sustainability need to be

upfront at the time of establishing

or renegotiating a commercial

office lease, with clear definitions

around who is responsible

for what.

“The more proactive tenants

are, the more likely the sustainability

narrative will get traction.

“Occupiers need to ensure that

the leases they sign reflect the

sustainability principles that are

important to their business, their

employees and stakeholders.”

The Covid-19 scenario has

heightened the need for buildings

to be healthy places for people to

work in. Office occupiers need to

be able to attract and retain staff

and commit to the health and

wellness of its employees, while

doing the right thing by its community,

and the environment.

Issues for the switched on


A switched on landlord will need

to consider many factors contributing

to a building’s energy

efficiency, from building design,

operation and maintenance, to

building management and occupant


Energy performance needs

to be trackable, measurable and

tenants and landlords will need

to work closely to achieve a common

goal of energy efficiency.

New Zealand’s goal is to

attain net-zero carbon emissions

by 2050, so the government has

tasked itself to make the public

sector carbon-neutral by 2025,

and to be an exemplar for the private

sector to follow suit.

All government departments

and ministries are now

required to measure their emissions

and offset the ones they

cannot remove by 2025, and to

only occupy buildings meeting

energy-efficient thresholds with

NABERSNZ ratings.

Paula Bennett, Bayleys’ director

strategic advisory, said there

is now a clear opportunity for the

government to lead on the sustainability

front and to be definitive

in their expectations.

“More can be, and needs to be,

done as we seek to lower emissions

in New Zealand.”


At Bayleys, we believe relationships are what businesses are built on and how they

succeed. We understand that to maximise the return on your property you need:

Professional property management

A business partner that understands your views and goals

Contact the Bayleys Tauranga Commercial Property Management team today.

Bayleys Tauranga

Commercial Property Management

07 579 0609



Residential / Commercial / Rural / Property Services


Three options for income starved


With the economy having recovered strongly from the

events of 2020, the Reserve Bank is paring back its

monetary stimulus programme.


Head of Private Wealth Research

– Craigs Investment Partners

Interest rates are set to rise from

record lows, and we’ve already seen

mortgage rates and term deposit

increase in recent weeks.

However, this will be a gradual

process and interest rates are still

likely to remain below historic averages

for an extended period.

In the meantime, what options are

there for New Zealanders relying on

their investments for income?

1. You can adjust your lifestyle

and spending habits to match

the lower levels of income

Spending less is a valid option. Many

of us spend more than we need to and

would do fine being a little less frivolous.

Last year’s lockdowns taught

us that.

But where’s the fun in that? Especially

when you’re working hard to

be able to retire with a bit of capital

behind you to enjoy a good standard

of living when you’ve hung up your


2. You can modify your

investment strategy and seek

out higher yielding assets

Another option is to give up on

low-yielding conservative assets and

shift those funds into shares or property,

which offer higher returns.

The New Zealand sharemarket

is offering an annual gross dividend

yield of 3.6 per cent, on average, with

some sectors and companies much

higher than that. Similarly, according

to the Real Estate Institute the rental

yield on a Bay of Plenty property is

3.3 per cent, while some other regions

are higher still.

In addition, both shares and property

have historically provided attractive

capital growth on top of those

income returns.

There’s a catch though. Dividends

and rents are far from guaranteed,

and in the short-term capital growth

can be non-existent or even negative.

The last thing you want is to be in the

position of needing to cash up your

share portfolio or sell your property

during a rough patch.

Moving into riskier assets can be

an acceptable and logical course of

action, if you have a reasonable time

horizon and you don’t overdo it.

3. You can stay the course but

eat into your capital to make

up the shortfall

The third option is to spend the

income your portfolio is generating

and when you need more, spend a little

of your capital from time to time.

One of the best things

about shares is their

liquidity, giving you the

option to sell small parts

of your holdings easily

and cheaply.”

Many Kiwi investors are averse

to this approach, and are determined

to leave every last cent to the next


However, the total return (the

combination of the capital gains and

the income) of an investment portfolio

should be considered a pool of

income available to be drawn on as

required, not just the interest or dividend


One of the best things about shares

is their liquidity, giving you the option

to sell small parts of your holdings

easily and cheaply. You can’t do that

with many other asset classes, and

investors can use this to their advantage

when managing cash flow and

income requirements.

A key advantage of this approach

is that there is no need to dramatically

adjust your investment philosophy or

risk profile, for the sake of boosting


Viewing returns as returns –

regardless of where they come from

– means you can maintain a well balanced

portfolio of assets that matches

your tolerance for risk and continue

enjoying the good things in life.

For quality investment strategies

contact your local Craigs Investment

Partners branch.

Tauranga branch – 07 577 6049

Rotorua branch – 07 348 1860

This information is of a general nature only and

does not constitute regulated financial advice. It

does not take into account your particular financial

situation, objectives, goals, or risk tolerance.

Investments are subject to risk and are not guaranteed.

Past returns are no guarantee of future

performance and returns can go down as well

as up. Before making any investment decision

Craigs Investment Partners recommends you

contact an investment adviser. Craigs Investment

Partners Limited is a NZX Participant Firm. For

more information on Craigs financial advice services

please see

Sharp Tudhope Lawyers welcomes

James Dow to the Partnership

Sharp Tudhope is delighted to announce the addition

of James Dow to the Partnership.

James is a commercial, corporate and projects expert with extensive experience

across many sectors gained from his time at top tier law firms in New Zealand

and internationally at a global law firm in London. He provides practical solutions

to complex commercial issues and in his first few months with the firm has already

forged strong relationships with our clients.

He says, “I’m thrilled to be joining the Partnership at Sharp Tudhope. The firm

has an amazing reputation with clients nationwide and this year we celebrate 125

years of providing legal services in the region. I’m excited about continuing to

strengthen the business relationships I have made since joining Sharp Tudhope

and proud to be part of a firm that has such a long and illustrious history.”

James brings a timely wealth of experience to the Bay of Plenty as its thriving

industries continue to experience unprecedented growth.

Partner Richard Hoare says, “Since joining us in March, James has quickly established

himself and has demonstrated that he will be a key contributor to the firm and its

progress. He brings a valuable skill-set to the Partnership and we are delighted to

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Level 4, 152 Devonport Road

Tauranga 3110

07 928 2000

James Dow


The world has changed, again

Over a couple of articles written in mid-2020 I made some

predictions around the post-Covid 19 economic and social

environment and its influence on franchising in New Zealand.

To start, my assumption

that we were entering a

period we could define

as “post Covid”, was completely

incorrect, and should

have been post lock-down

mark 1.

We’re going to be living

with Covid for quite some

time, and if international

trends are any indication, we

are going to be extremely

lucky to escape further significant


Having addressed the elephant

in the room, let’s look at

the five trends that I called at

the time.

1. Recession

Not a lot needs to be said here

other than I was not alone on

getting this wrong.

The implication for franchising

is that franchising is

generally counter-cyclical and

it looked at the impact recession

has on employment.

Employment had remained

extremely high statistically,

but bumpy, and this has fuelled

a predicted increase in interest

in franchising.

2. The best systems

likely to be more


I predicted good systems

would rise like the proverbial


This is evolving and certainly

in franchise recruitment

circles two lines of questioning

have developed over the

past 9-12 months – how has

the system/category faired

over the past 12 months and

how did the franchise system

support it’s franchisees over

that time?

Those systems that have

done well in these two areas

will do well moving forward,

I have no doubt.

3. Diversification of


By diversification I suggested

that franchisors would expand

vertically through integrating

their offering, and revenue

base or perhaps horizontally

by acquiring or developing

additional brands in different


Whilst it is hard to see any

significant trend in this direction

there have been a number

of acquisitions.

But I would suggest that

impetuous for diversification

has evaporated for many and

they are back to focusing on

business as usual.

4. New rental and

property models

Undoubtedly the e-commerce

stream has gone from strength

to strength and every business

must now include this in their

thinking and offering. What

we have not seen over the past

year is any major re-calibration

of commercial rentals or

property models.

5. Rise in


I predicted we would see a

renewal in an entrepreneurial

spirit, largely driven by a rise

in unemployment.

I got the unemployment

driver incorrect, but unquestionably

there are a growing

number of people wanting to

be in business for themselves.

They may not have been

made redundant, but have

decided they don’t want to do

what they have been doing and



Nathan Bonney is a director of Iridium Partners. He can be

reached at or 0275-393-022

now is the time. This interest

extends to franchising, which

remains perceived as a safer

option for first-time business


In addition to what I did

predict, there were a couple of

significant trends that I did not

anticipate and these are now

having significant influence.

1. Labour shortages

With the prospect that we

were facing a recession, labour

shortages did not really factor.

However, a fuller than

anticipated employment rate

and perhaps more significantly,

immigration policy, means that

almost all business sectors and

industries we speak to have

labour issues or concerns.

Franchising is not exempt

from this and I am aware it is

hampering many businesses

and systems, both on an operational

day-to-day basis and

from a growth perspective.

2. Inflation and supply


Just this month we have seen

the release of the highest inflation

figures in over a decade,

but there are few businesses

that would have needed this to

be aware that costs of literally

everything have escalated over

the past nine-12 months.

Added to this are international

supply and supply chain


Breaking news for essential skills

visa holders and employers

It has been much discussed in employers’ circles that Immigration

NZ is slow and painful to deal with. But now there could quite well be

light at the end of that tunnel, where we as employers aren’t having

to deal with them as often.



Talent ID are Recruitment Specialists and can support you through

your recruitment process. Please feel free to talk to us about this by

calling 07 349 1081 or emailing

Recently the Government

and Immigration NZ

gave Essential Skills

Visa holders paid below the

median wage the ability to

apply for a longer visa to

remain in their current role.

This decision extends

the maximum duration of an

Essential Skills Visa for a job

paid below the median wage

from 12 to 24 months. The

duration of Essential Skills

visas for roles paid the median

wage or above will still be up

to three years.

Applications still currently

need to be completed

via a paper form, but from 30

August this will all become

streamlined, and applications

can be lodged online, saving

everyone some much needed

trees and of course some time.

This is also great news for

many industries that have been

hit by the skills shortage since

the boarders closed last year.

Many employers have been

concerned that they would be

losing even more staff due to

expiring visas.

Essential skills demand


Looking at immigration New

Zealand’s current skill shortage

list, also known as the

essential skills in demand list,

it is growing by the day and

contains many roles in nearly

every industry.

There are three lists in total

including a long-term skill

shortage, regional skill shortage

and construction and infrastructure

skill shortage.

The lists are put together by

Ministry of Business, Innovation

and Employment (MBIE)

based on industry feedback.

Skill shortages happen for a

variety of reasons including an

aging work force, not enough

workers with the right skill set

available and skilled workers

leaving for greener pastures.

Obviously closing the borders

early last year has amplified

the current shortage, with

many skilled international

With the skill shortages impacting

employers hard – amongst the many

other challenges business are currently

facing with supply and rising compliance

costs – it’s an employee’s market, making

it incredibly challenging for employers to

recruit people into their businesses.

workers being unable to obtain

the relevant visa’s to enter.

The skills shortage is having

a massive impact over all

industries and will continue to

do so over the coming years.

With many school leavers

choosing to head into the work

force and filling some of the

lower-level jobs over attending

higher level education, we will

see that the flow on to industries

such as Finance, Healthcare

and IT services that have

already been hit hard.

With the skill shortages

impacting employers hard –

amongst the many other challenges

business are currently

facing with supply and rising

compliance costs – it’s an

employee’s market, making

it incredibly challenging for

employers to recruit people

into their businesses.

We are seeing wage and

salary rates rising quickly, and

employers having to be creative

with total remuneration

packages and benefits.

It is with this in mind that

it is imperative that you source

help from the professionals to

ensure you have a strategy in

place for both retaining and

developing your current team,

and recruiting your future





To feature in New Appointments email us at

Executive appointments bolster BOP

August has ushered in a broad range of new executive appointments across the Bay. Please contact us if your organisation has personnel

changes you would like to share.

John Holyoake

John Holyoake has officially stepped

into his new role as Western Bay

of Plenty District Council’s CEO.

The Tamaki Regeneration Company,

which John has led since 2015, formally

handed John over to Western

Bay of Plenty District Council in a

pōwhiri ceremony held in the Council

chambers last month.

John replaces retiring chief executive

officer Miriam Taris, appointed

to the role in 2014.

Most recently John was the chief

executive of the Tamaki Regeneration

Company – the largest urban regeneration

project in New Zealand, a role

he has held since 2015. Previously,

John has worked for Serco NZ, Housing

NZ and Department of Corrections

in senior leadership roles.

Originally from Rotorua, John

says it is great to be back in the Bay

of Plenty and eager to bring his skills

and learnings to the rohe (area) and

the inevitable challenges Council will

face, particularly with reforms like

the Future of Local Government and

Three Waters.

Western Bay Mayor Garry Webber

says he and his fellow councillors are

looking forward to working with John

on the opportunities that the local

government reforms will present in

the coming months.

Jaimee Kinzett

Jaimee Kinzett is Holland Beckett

Law’s newest Associate. Most

recently, Jaimee worked at Auckland

Transport as a specialist in Technical

Property Services, working alongside

Auckland Council, Kāinga Ora and

large-scale property developers. Prior

to this, she spent 10 years in a leading

Auckland specialist commercial

property and resource management

firm, advising a listed national property

company, institutional investors,

corporate and private clients.

Jaimee’s vast experience includes

acquisitions and disposals; commercial,

industrial and retail leasing;

developments/subdivisions; due diligence

investigations; Public Works

Act and Local Government Act matters;

and roading matters, including

road stoppings, legalisations and


Oscar Nathan

Tourism Bay of Plenty is delighted

to announce the appointment of its

new General Manager Oscar Nathan.

Oscar has been acting Tumuaki

since April and after a robust and

highly competitive recruitment process

has been appointed permanently

to the role. Chair of the board, Laurissa

Cooney, says Oscar has been

chosen for his extensive background

and expertise in domestic and international

tourism including roles as the

head of Tourism Rotorua and Destination

Rotorua respectively.

Oscar has a history of visionary

thinking and delivering in tourism,

having been a pivotal figure in the

New Zealand industry for more than

two decades. He is also a previous

winner of NZ Young Executive of the

Year, with an extensive consulting

background and roles in the private

sector as Chief Executive for Tamaki

Tours, Business Advisor for Māori

Business Trust Poutama, and as acting

Chief Executive for Tourism Industry

Aotearoa (TIA) in Wellington.

“We have a regenerative strategy

that so many are excited about and

would like to see what this looks

like in action. With Oscar leading

the incredible team we have, we look

forward to collaborating with our

stakeholders and host communities to

bring this vision to fruition, not just

for us in the Coastal Bay of Plenty,

but for Aotearoa and the world to

see,” adds Laurissa.

Mark Gibb

Pukeroa Oruawhata Trust have

appointed Mark Gibb as their new

Chief Executive Officer.

“Mark has extensive commercial

experience in senior leadership roles

at Westfield, Fonterra and as current

CEO of Rotorua Airport Limited. We

are delighted to welcome Mark to

our team,” says

Pukeroa Chairman



“With a

number of new


projects on the

go, and others

planned for the

near future, it

will be great

to have Mark’s

skills on board to work with us on

those projects, along with our current


Mark will commence work with

Pukeroa Oruawhata Trust in early


James Dow

Sharp Tudhope Lawyers is

delighted to announce the addition of

James Dow to the Partnership.

James is a commercial, corporate

and projects expert with extensive

experience across many sectors

gained from his time at top tier law

firms in New Zealand and internationally

at a top global law firm in

London. He provides practical solutions

to complex commercial issues

and in his first few months with the

firm has already forged strong client


James brings a timely wealth of

experience to the Bay of Plenty as its

thriving industries continue to experience

unprecedented growth.

New Bay Venues directors confirmed

The new board of directors,

which will govern the activities

provided for Tauranga City by

Bay Venues Limited, has now been


The appointees are Simon Clarke

(chair), Julie Hardaker (deputy chair),

Adam Lynch, Jeremy Curragh and

Nick Lowe, who were amongst 49

people who lodged expressions of

interest in the board roles. They formally

take-up their positions on 1

July and join the sixth director, Gareth

Wallis, Tauranga City Council General

Manager: Community Services,

whose appointment was confirmed

last month.

Bay Venues is a Council Controlled

Organisation (a company

owned by Tauranga City Council)

which operates a number of facilities

and activities on the council’s

behalf. These range from non-funded,

commercially-viable activities and

facilities (such as Mount Hotpools

and Trustpower Baypark), to Council-funded,

community wellbeing-focused

assets such as halls, community

centres, indoor sport facilities and

swimming pools.

The decision to appoint a largely

new board was taken by the Council’s

commissioners on 27 April, to

increase local Tauranga Moana-based

representation on the Board and to

provide a more-integrated governance

model with a closer focus on

delivering effective commercial and

community outcomes.

Commission Chair Anne Tolley

says the board will oversee the implementation

of some key changes to

Bay Venues’ operations, intended to

enhance the company’s performance

and sustainability. These include:

• Restructuring and simplifying

the organisation’s financing and

funding model to provide more

transparency between rate funded

activity and commercial activity;


• Developing a clearer statement

of intent and performance indicators

focused on delivering desired

community outcomes.

“Other focuses will include working

in close collaboration with Council

staff to reposition Bay Venues as

an integral part of council’s operations;

investigating the viability of

moving community halls and community

centres back under direct

council management; and looking for

opportunities to improve performance

through shared service delivery models,”

she says.

“We thank the outgoing directors

for their service and commitment, in

particular the interim chair, Mary-

Anne Macleod.”

The new director appointments

were agreed unanimously by an

Bay Venues Limited directors (from left) Jeremy Curragh, Nick Lowe,

Simon Clarke (Chair), Gareth Wallis, Adam Lynch. Inset: Julie Hardaker.

appointment panel consisting of

Commission Chair Tolley, Commissioner

Shad Rolleston and independent

member, TECT Trustee Pete


Incoming Chair, Simon Clarke

says he is delighted to be taking on

the role. “Bay Venues is an extremely

important organisation for Tauranga

City and I’m excited about working

with my fellow directors and the Bay

Venues team to ensure our community

is well-served and our assets

are well-managed. I’d also like to

acknowledge and thank the previous

Board for their contribution to our


Director profiles

Simon Clarke is a Tauranga local

and is the owner/director of Matua

Governance. He brings a strong governance

background to the role, which

includes being the current chair of Priority

One and BayTrust’s Investment

Committee. Simon also has an extensive

executive management background,

including serving as chief

executive of Meridian Energy subsidiary

Arc Innovations, and senior executive

roles with Trustpower Limited.

Julie Hardaker is a former Mayor

of Hamilton and is the current chair of

the Environment Protection Authority,

a role which has seen her champion

Matauranga Māori projects. Her local

government background gives her an

in-depth understanding of the public/

private/community requirements of

council-controlled organisations.

Adam Lynch is an events and

tourism industry leader who brings a

wealth of hands-on experience to the

board. He also has a strong understanding

of health and safety policies

and procedures.

Jeremy Curragh is currently Managing

Director of accounting firm,

Findex. He is a Tauranga-based business

executive whose governance

career includes serving as a Super

Rugby franchise director and director

of netball’s Waikato Bay of Plenty


Nick Lowe brings continuity and

experience as an existing Bay Venues

director. He is the current Chair

of Beds R Us and has acknowledged

strengths in strategic analysis, organisational

performance and community



First on the scene

Photos from the Tauranga

Chamber of Commerce BA5

networking event, hosted at

The Kollective

Photos by Laura Boucher





1 Candace Marlowe, Campbell Boyd &

Dave Jaques (Crombie Lockwood) 2 Gillian

Houser, Patrice Belcher, Janelle Schreiber

& Juliet Luxton (Bay Venues Limited) 3

Tim Taylor (Ruahine Kayaks), Jason Fox

(Fox Asset Finance Ltd) & Jonathon Berry

(InPhySec Security Limited) 4 Jacqueline

Unsworth (Eves Bethlehem), Hannah

McAllister & Lisa Pepper (Caleys Blinds) 5

Kathy Webb (SociaLink) & Simon Fowler

(The Colour Code) 6 Rachael Reid & Mike

Matson (Synergy Electronics Ltd) 7 Dan

Allen-Gordon (Graeme Dingle Foundation)

& Matt Cowley (Tauranga Chamber

of Commerce) 8 Gordy Lockhart (The



6 7


1 2

Photos from The Tauranga Gala Dinner, held

Friday 16 July at Trustpower Arena.

Photos by Justin Aitken & Events Innovated

1 Special guests Scotty Stevenson (MC) and Brendon

McCullum (Former Black Caps captain) 2 Tony Mills and

Sir Paul Adams (Carrus) 3 Di Barry and Frank Vosper QSM

(Vosper Realty) 4 Gemma Bond and Callum Ferguson with

Brendon McCullum 5 Ellissa and Brendon McCullum 6

Scotty Stevenson, Brendon McCullum, Heath Ingham and

Amy Kemeys 7 Peter Hikaka and guests enjoy the night

3 4 5




First on the scene

Photos from the Business

Women’s Network (BWN)

Speaker Series 2021, hosted by

Tauranga Chamber of Commerce.

Photos by Salina Galvan

1 Janine Hellyer, Robyn Mangos, Louise

Caskey (BDO Tauranga), Cindy McCarroll

(Inbox PA), Jess Turton (BDO Tauranga)

2 Deborah Begbie, Jill Beedie (Priority

One), Linda McWilliam (POD Sales NZ) 3

Jayne O’Brien, Susan Grey, Shelley Keill,

Deb Jamieson (Westpac NZ) 4 Francine

Bennett (Pathways Collage), Diane Hansen

(ASB Bank), Hayley Nelson (BNZ) 5 Rachel

Boyte, Nikki Green (Toi Moana Bay of Plenty

Regional Council) 6 Amanda Barker (Pillar

Consulting), Sofia Clark Roding (Craigs

Investment Partners) 7 Debbie Green (The

Private Travel Company), Nicky Benson (Step

Up Coaching) 8 Laura Boucher, Roz Irwin

(Tauranga Chamber of Commerce)






6 7


Attendees at the Enterprise Angels Annual General Meeting and

Pitch Night hosted by Cooney Lees Morgan recently in Tauranga.

Photos courtesy of Jeanette Mindham

1 Sam Kidd (LawVu), Jack Shennan (Edapt) 2 Felix Scholz (PickMee), Kelvin

Chandran (PickMee) 3 Ian Johnston, Alan Hood, Josh Howard (Enterprise Angels),

Phil Carmichael, Paul Noonan 4 David Thompson, Mike Lovegrove (JRNY), Nina Le

Lievre (Enterprise Angels), Jake Hoffart (Enterprise Angels), Alan Dick, Josh Howard

(Enterprise Angels) 5 David Pene (Carepatron), Craig Brown, Matt Flowerday (GPSit),

Tim Uckun, Jamie Frew (Carepatron) 6 Mike Lovegrove (JRNY) presenting to

Enterprise Angels members and their guests.

1 2

3 4

5 6


The power of 600 words

Adrift in the vast sea of information available online, you might

think a single web page would have little hope of being noticed.

It’s but a drop in the ocean, up against a torrent of competing

content all vying for readers’ eyes.

Estimates suggest there

are now more than 1.87

billion websites on the

internet, but the good news is

that not all of them are created

equal. Thanks to the wonders

of modern search algorithms,

truly helpful content can still

rise to the top of potential customers’

search results.

I was reminded of this fact

recently while working on a

project for a sports gear company

in Wellington.

This business has created

a new product that can save

money and make life easier for

people organising sports and

recreation leagues and events.

There’s nothing else like it

What has really blown me away is that

with nothing more than a 600-word

product overview page, this business has

been able to generate leads and sales all

over the world.”

on the market and the problem

it overcomes has been a longstanding

pain point for people

running sports events indoors.

Strong starting point

Admittedly, developing a

globally unique product that

solves a longstanding problem

is a strong starting point.

However, what has really

blown me away is that with

nothing more than a 600-word

product overview page, this

business has been able to generate

leads and sales all over

the world.

In the two months since the

product page went live, there

have already been dozens of

enquiries from universities in

Australia and leisure centres in


Sales have been made to an

up-market school in California

and a sports gear distributor in


There’s even been a purchase

of the product by a

community leisure facility in

Porirua – just down the road

from my Wellington client’s

head office.

This is all happening before

the product has been officially


Sales will rise rapidly once

marketing activities begin, but

this story clearly demonstrates

that 600 words – well written



Director of Bay of Plenty marketing and PR consultancy Last

Word. To find out more visit or email

and pitched – can still have a

truly global reach.

I’ve been giving this case

some thought and I believe the

recipe for success is threefold.

First, the product itself is

unique and solves a longstanding

problem that – for whatever

reason – has not been

solved before.

Second, the 600 words on

the web page clearly articulate

the need for the product and

how it is going to save time

and money for organisers of

sports competitions.

And thirdly, the content

includes the key words being

used by prospective customers

when they are searching on

Google, ensuring the page is

easy for them to find.

Mix those ingredients

together with an online store

that makes enquiring, purchasing

and organising shipping

easy and it adds up to a winning


It’s worth keeping in mind

when cooking up content for

your own website; clearly

describe the problem your

product solves and how it

will solve it, present it all in a

believable and relatable way,

and make sure to harness the

power of storytelling in all

your way.

TV is not

what it

used to be

Musings on luxury and leisure,

post annus horribilis

Our collective

consciousness was

once focused daily by

the six o’clock news,

which was … well …


In the beginning there was

one channel, and it went to

sleep before midnight.

We all watched the same

programmes [sic], because we

didn’t have any choice. Monday

morning watercooler conversations

(actually then they

were more “tap water” conversations)

were self-adjudicating

– we were all watching

the same coverage of the same

event on the same TV channel

the night before – though even

then we could still disagree on

the referee’s impartiality, or

lack thereof.

Then it was colour and our

lives were truly enriched.

TV persisted later into the

evening – though still no ads

on Sunday – oh well.

Then there were three channels.

We were living the life.

When TV watching

began to unravel

And we get to today, and that’s

where it started to unravel for

me. I accept that when my

TV takes too long to warm up

now, I probably need to toss

it into the inorganic collection

pile and not call the Tisco

man to come and replace some


But nothing else about TV

seems easy anymore. A simple

question, “What channel is it

on?”, no longer has a simple


The answer I recently

received to that very question

still has me scratching my

head: “If you subscribe to the

platform, you can stream it on

any device, though you can get

a weekend pass which may be

cheaper – it’s not a pay-perview

but there are no ads in the

premium subscription model

which is way better than the

free-to-air coverage.”

W-H-A-T-? I just wanted to

know what channel it was on.

This lexicon of media jargon

may explain why there is

a whole bunch of new buttons

on the remote that don’t get

used. Does anyone know what

they’re all for?

It’s a good thing that my TV

is now internet-enabled and

globally connected – the internet

of things is truly a wonder

to behold. But do I feel more



Alan Neben is a Mount Maunganui local and experienced New Zealand

publisher. He has never openly aspired to be a TV newsreader.

connected, or more disconnected?

The jury is still out.

Our collective consciousness

was once focused daily

by the six o’clock news, which

was … well … ‘news’.

Now my daily stream of

minute-by-minute notifications

and alerts have relegated

the 6 o’clock news to

an assortment of “old news”

lifestyle magazine sections

– first the news headlines

(which I’ve already seen), then

the quirky personality piece

(which I don’t need), then the

weather (which confirms my

notifications), then the sport

(ditto), then the warm fuzzy

feelgood ending (OK, I like

that bit).

Although YouTube is not

my “TV” channel of choice,

my demographic is a shrinking

one. TikTok, whilst dangerously

addictive, will never be

my “6 o’clock” news-of-old.

If TV really is the opiate

of the people, it appears the

people have now moved on to

harder drugs.





Get your team ready and get ready to compete! Comedy

Cellar, New Zealand’s largest wine tasting competition

(and a huge night of entertainment), is coming to

Tauranga on Friday 3rd December and Rotorua on

Saturday 4th December.

The fantastic combination

of wine, comedy, food and

entertainment makes for

a great Christmas function,

says Strike Events Director, the

owners of Comedy Cellar, Scott


“Participants get the opportunity

to compete as a team

alongside friends, colleagues

and clients for the title of Comedy

Cellar Champions, Tauranga

(or Rotorua!).

“By the end of the evening,

we will have a local champion

team worthy of wearing the

title of Comedy Cellar Champions!

“But there is a twist; we take

the average score from all of

the teams who compete on

the night, and on our website,

you can see how your town or

region compares to other parts

of New Zealand. So we end up

with an (unofficial) New Zealand

wine-tasting champion

region which is arguable the

countries most knowledgeable

and best wine drinkers!”

The Comedy Cellar competition

is based on the ‘wine

options’ format. Four wines are

served blind on the night and

each wine has around 7 or 8

questions asked about it.

Teams (a table of 8-12 people)

need to taste, discuss

and agree on a single correct

answer for each question which

is then submitted to Comedy

Cellars knowing all judge and

wine expert Bob Campbell for

review and score allocation.


A’Court and

Bob Campbell will

be co-hosting this

years Comedy


Some questions are weighted,

and time is limited.

The evening is co-hosted by

New Zealand’s highly regarded

wine expert, Bob Campbell,

and leading stand up talent and

host Michele A’Court.

“Our co-hosts are the best in

their fields and combine to provide

a great night of wine, competition

and entertainment,”

says Palmer.

Tables are now on sale and

can be purchased through their

website, but hurry, there is one

show only per region.

This year, Comedy Cellar

is holding events in Tauranga,

Rotorua, Hamilton, New Plymouth,

Masterton and Palmerston

North, with another

several taking place in mid-

2022 in other parts of New


Regional and team scores

are updated after every event so

people can follow the progress

and overall position of their

team and town as more events



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