Waikato Business News January/February 2023

Waikato Business News has for a quarter of a century been the voice of the region’s business community, a business community with a very real commitment to innovation and an ethos of co-operation.

Waikato Business News has for a quarter of a century been the voice of the region’s business community, a business community with a very real commitment to innovation and an ethos of co-operation.


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JANUARY/FEBUARY <strong>2023</strong><br />

VOLUME 31<br />

ISSUE 1<br />


http://www.wbn.co.nz<br />

/<strong>Waikato</strong><strong>Business</strong><strong>News</strong><br />

The <strong>Waikato</strong> region’s voice of local business<br />

FB Hall & Co celebrate<br />

100 years<br />

Digging up recollections from a century of plumbing in the <strong>Waikato</strong>.<br />

Read the full story on page 19

2 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

At Bayleys, we believe relationships are<br />

what businesses are built on and how they<br />

succeed. We understand that to maximise<br />

the return on your property you need:<br />

Professional property management<br />

A business partner that understands<br />

your views and goals<br />

Contact the Bayleys <strong>Waikato</strong> Commercial<br />

Property Management team today.<br />

Jan Cooney<br />

Head Commercial Property Management -<br />

<strong>Waikato</strong>, Bay of Plenty and Taranaki<br />

027 408 9339<br />

jan.cooney@bayleys.co.nz<br />

David Cashmore<br />

Bayleys Commercial Manager - <strong>Waikato</strong><br />

021 943 305<br />

david.cashmore@bayleys.co.nz<br />

Gert Maritz<br />

Senior Facilities Manager - <strong>Waikato</strong><br />

027 230 2514<br />

gert.maritz@bayleys.co.nz<br />

Darren Rule<br />

Senior Facilities Manager - Bay of Plenty & Taranaki<br />

027 214 1631<br />

darren.rule@bayleys.co.nz<br />



Residential / Commercial / Rural / Property Services<br />


Employment Misconduct Outside Investigations of Work –<br />

From time to time during employment relationship, issues<br />

may What arise which require can investigation Employers into alleged conduct. do?<br />

workplace. The organisation<br />

argued that the bullying by<br />

the other employees was<br />

ow employment investigations<br />

are managed,<br />

H<br />

Managing misconduct that Authority occurs within and beyond. the workplace Some can able is a to link make between legally the defensible employee’s behaviour not foreseeable, and their that employment, it had<br />

be challenging. Procedural questions requirements to ask are: must be met and findings then an of employer fact on is entitled whether to commence treated the an investigation issues as a ‘conflict or a disciplinary<br />

conduct process. occurred For example, or an of employee interest’ accused and ‘managerial<br />

of harassing<br />

is likely any to disciplinary come down action • must Are they be lawfully qualified? justified. When alleged<br />

to factors<br />

the misconduct<br />

including<br />

occurs<br />

the size<br />

outside<br />

of<br />

of<br />

•<br />

work,<br />

Do<br />

things<br />

they<br />

get<br />

have<br />

even<br />

capacity<br />

trickier. With<br />

to not,<br />

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even in<br />

employee<br />

the scenario<br />

outside<br />

where<br />

of work<br />

issue’<br />

hours<br />

in<br />

would<br />

terms<br />

have<br />

of the<br />

a<br />

Manager<br />

clear link<br />

the organisation and resources perform the investigation in it is “he said/she said” and there potentially favouring the<br />

the silly season soon upon us and people starting to wind down after a to that employee’s employment as the conduct impacts another<br />

available to it. There is no a timely KNOW manner?<br />

are YOUR no witnesses to that alleged LAWYER<br />

Executive Assistant, and that<br />

requirement<br />

busy year, now<br />

for an<br />

is commonly<br />

employer<br />

the time<br />

• Have<br />

when<br />

they<br />

issues<br />

undertaken<br />

arising from<br />

these<br />

bad or<br />

conduct.<br />

employee.<br />

It is<br />

Another<br />

imperative<br />

example<br />

that<br />

is an<br />

the<br />

employee<br />

employee<br />

who,<br />

had not<br />

while<br />

‘formally’<br />

driving<br />

to seek impaired an judgment external start investigator<br />

often to ask perform is whether an employ-<br />

they can do anything previously? to<br />

to increase. kinds The question of investigations<br />

many employers the their investigator employer’s has branded the skills work vehicle raised outside her concerns. of work hours, This was verbally<br />

analyse abuses conflicting<br />

—<br />

address<br />

JAIME<br />

an employee’s<br />

investigation bad behaviour if (subject it did not occur • How at work will but they in conduct the employee’s the assess Social whose media version and the of digi-workforce events Member, have further who blurred considered the line<br />

to<br />

LOMAS<br />

a member accounts, of the public not during accepted an instance by the of Authority road rage.<br />

ment<br />

to any personal policy life? requirements The short answer is, investigation?<br />

like most things, Jaime it depends Lomas on is is a between more Director credible, work at and DTI and employees’ Lawyers, clearly personal and that lives. alongside<br />

the Employees organisation should was also<br />

employer has), if the organisation<br />

has someone who has the investigation?<br />

findings, so that stakeholders in respect of the Manager<br />

• How will they report on the and concisely report on those aware of previous incidents<br />

the circumstances.<br />

Andrea Twaddle, be heads aware that the venting Employment frustrations Law or personal Team. opinions online that<br />

The starting point is that employees have the right to privacy and<br />

ability and capacity to perform • Are there any tricky process are<br />

may<br />

able<br />

identify<br />

to<br />

and<br />

review<br />

reflect poorly<br />

and<br />

on their employer may lead to disciplinary<br />

action. those findings. including the undermining of<br />

Jaime has extensive experience in employment and Executive law and Assistant,<br />

the investigation, to be able to live and their provided lives as they choose issues outside to iron of out? work. However, understand<br />

dispute resolution. She takes a pragmatic and practical<br />

there when are bad no behaviour legitimate in questions<br />

be in connected respect of to impartiality.<br />

their job or could investigations impact their employer’s takes time, approach business skill, or to Boundy plinary achieve process v commercial is Waimakariri<br />

fair and follows and any workable and prescribed that a complaint solutions procedural had require-<br />

been<br />

an employee’s Conducting personal these life can workplace in some way The Like recent with misconduct case of Quinton- that occurs the at work, organisation’s it important HR the team, disci-<br />

This reputation, means that an employer for many is entitled perseverance, to get involved and and empathy. take for her reasonable<br />

action. If there is a lack of connection between the misconduct the issues ment her clients or employer’s face policies. and the This impact would normally on their include providing<br />

clients. District ments She that is Council are committed set out in [2022] either to understanding<br />

the made employee’s by the employment subject employee agree-<br />

employment issues, investigations<br />

are performed by the investigations may result in importance of undertaking a informality of the complaint<br />

As<br />

employment NZERA 616 highlighted to the Chief Executive – the<br />

and the employer’s business and the employee has just done something<br />

with an the employer assistance does of not an approve against of, this an is employee unlikely to justify (up philosophy to dis-<br />

with relied is respect that on in obtaining support. to allegations This a could better include by understanding the witness Authority statements, Member of video was<br />

organisation’s HR team, sometimes<br />

disciplinary action being<br />

businesses the<br />

taken fair or employee<br />

and on reasonable them with personally. full details of the<br />

process Her allegations<br />

being<br />

working and all other evidence<br />

irrelevant. Also noted<br />

external ciplinary employment action. lawyer and including termination of footage, bullying. photographs, In this case, and any the other documentation. honest and frank Any evidence information<br />

relied on raised by an employer concerns to support of the organisation’s the allegations witnesses, should be<br />

her clients’ needs is key to give them tailored advice<br />

or representative Employers should to guide ask the following of employment), when deciding a whether skilled they employee<br />

to enable them to achieve their goals and objectives.<br />

process. can do anything about misconduct investigator occurring outside needs of to work: elicit all regarding provided. the The behaviour employee of should her be including advised of their for similar right to incidents, seek independent<br />

a specialist advice and Employment be provided an opportunity Team and to a respond to the<br />

Choosing<br />

• Is the<br />

an<br />

conduct<br />

external<br />

incompatible<br />

relevant<br />

with the<br />

information,<br />

job the employee<br />

then<br />

does?<br />

Manager and her Executive and that four witnesses who<br />

With both<br />

investigator is important, as work carefully through all the Assistant, and ultimately gave evidence broke down<br />

• Does the conduct impact other employees?<br />

allegations and evidence. Once the employer has fairly considered<br />

any findings the investigator information obtained through Commercial/Property resigned claiming unjustified Team, Jaime while and the being team questioned, at<br />

makes<br />

•<br />

may<br />

Could<br />

ultimately<br />

the conduct<br />

be<br />

impact<br />

the investigation<br />

on the employer’s<br />

to come<br />

trust<br />

to DTI<br />

and<br />

are dismissal<br />

the<br />

well<br />

employee’s<br />

placed on the<br />

response,<br />

to basis meet that<br />

which<br />

your<br />

may<br />

some legal<br />

include<br />

18 needs months<br />

undertaking<br />

and since<br />

further<br />

their<br />

challenged confidence through in to the the employee? reasoned findings of fact. A the enquiry organisation clarification had breached of any issues experiences in dispute, the they employer were is then<br />

look forward to working with you.<br />

still<br />

Employment If after asking these Relations questions skilled an employer investigator can determine will there be its entitled duty to make provide a decision a safe on whether feeling the the allegations emotional have been and<br />

SPECIALIST LAWYERS | 07 282 0174 | dtilawyers.co.nz<br />

By Jaime Lomas,<br />

Anna Jackman and<br />

Andrea Twaddle, DTI Lawyers<br />

Director and Specialist Employment Lawyer, DTI Lawyers<br />

psychological impact of that must be considered and<br />

substantiated<br />

time. Significant<br />

and what<br />

remedies<br />

the outcome should<br />

managed.<br />

be. When it comes to<br />

decision were awarded. making, the conduct of senior employees If in doubt, outside seek the workplace<br />

This whose case duties is a good impact reminder on reputation Early and integrity intervention of the com-<br />

and<br />

advice.<br />

pany for employers may be more that: closely scrutinised. investigation, in particular in<br />

• When Employers you are become wise to minimise aware the<br />

the<br />

risk<br />

circumstances<br />

of ambiguity about<br />

where<br />

what<br />

there<br />

of a complaint/concern, was previous indication of<br />

conduct outside of work might impact on employment, by setting out<br />

there is an obligation to this behaviour, investigation<br />

clearly what is expected of employees<br />

deal with it, irrespective of is<br />

in<br />

imperative.<br />

employment documentation<br />

whether such as it terms is raised or employment, formally or circumstances codes or conduct. (where Employees there<br />

In these<br />

should or informally. be put on notice In this of the case, potential is consequences, bullying/undermining<br />

including dismissal,<br />

the Authority should misconduct noted that outside an work alleged brings by or could two likely employees bring<br />

the independent<br />

employer’s business investigation into disrepute. in different levels of the<br />

was required, and the organisation against others),<br />

Ordinarily, in instances where an employee’s behaviour could be<br />

organisation knew that, but an independent investigation<br />

seen to damage the employer’s reputation, the potential for damage<br />

did not take those steps. is recommended to ensure<br />

rather • Even than where actual it is proof known of damage that impartiality will be enough. and Similarly, robustness the<br />

underlying an employee conduct will as be opposed leaving to the of effect reporting. of any significant DTI Lawyers media<br />

attention the organisation should be considered. soon, an For example, can assist the fact with of an employee workplace<br />

having employer an accident has an in obligation an employer investigations. branded vehicle after Both hours Andrea is<br />

clearly<br />

to act.<br />

linked to the company, regardless<br />

Twaddle,<br />

of whether<br />

Director<br />

it was<br />

and<br />

reported<br />

Anna<br />

• An employer must Jackman, Senior Associate<br />

in the local paper or social media.<br />

manage risks, including undertake independent<br />

psychological<br />

Employers must<br />

risk,<br />

always<br />

where<br />

ensure<br />

investigations,<br />

the process and<br />

and<br />

outcome<br />

both hold<br />

is<br />

fair risk and of reasonable harm is foreseeable.<br />

in the circumstances. the globally The specialist recognised employment<br />

An law employer team at must DTI Lawyers take can practice assist AWI businesses Certificate in rela-ition<br />

proportionate to all employment steps matters, Workplace including Investigations.<br />

advice disci-<br />

best<br />

plinary considering processes that and risk. whether an employer can take action for<br />

• There is an intersection You can contact us on<br />

misconduct occurring outside of work. For any further<br />

between employment 07 282 0174 or<br />

information<br />

obligations and<br />

on<br />

health<br />

employment<br />

and anna@dtilawyers.co.nz<br />

law queries, please<br />

contact safety the specialist obligations. employment Both team andrea@dtilawyers.co.nz<br />

at DTI Lawyers.

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 3<br />

MyNoke winning with worms<br />

<strong>Waikato</strong> Chamber of Commerce <strong>Business</strong> Awards,<br />

supported by Foster Construction Group, winners’<br />

insight with MyNoke GM Phil Holland<br />

No two days are ever<br />

the same for MyNoke<br />

general manager Phil<br />

Holland. While sometimes he<br />

can be office-bound, there’s<br />

every chance he could be<br />

donning high vis and work<br />

boots as he navigates one of the<br />

company’s three existing worm<br />

farms or looks at one of the 10<br />

new sites the company is set to<br />

start up.<br />

MyNoke operates the<br />

world’s largest worm farming<br />

operation, and it’s set to get<br />

even bigger. It was fitting that<br />

MyNoke took out the Sustainability<br />

gong at the <strong>Waikato</strong><br />

Chamber of Commerce <strong>Business</strong><br />

Awards.<br />

Phil says the company first<br />

entered last year when they<br />

made the finals.<br />

“We loved the judging process<br />

last year so much. The<br />

feedback was brilliant; the<br />

judges identified two weak<br />

points around governance and<br />

strategy. We were in the process<br />

of setting up a board and<br />

having an independent chair<br />

in place so it made sense that<br />

we should enter again this<br />

year having addressed those<br />

elements.<br />

“We really enjoyed the<br />

feedback and that was one of<br />

the many reasons we entered<br />

– having another set of eyes on<br />

us, asking questions we might<br />

not have asked was really valuable.<br />

There’s always that scenario<br />

where you’re working<br />

in the business so much that<br />

there’s sometimes no time to<br />

step back. When I look at what<br />

we’ve achieved in 12-18 months<br />

it’s phenomenal. This award<br />

really confirms for us that we’re<br />

on the right track in so many<br />

ways.”<br />

MyNoke (noke means worm<br />

in te reo Māori) began in 2007<br />

when founder Michael Quintern<br />

hand selected 10 buckets<br />

of worms. Those worms were<br />

destined to help solve fibre<br />

issues for Kinleith’s pulp and<br />

paper mill.<br />

“They would capture all the<br />

fine fibre in the wastewater,<br />

that was sent to us where we<br />

mixed it with a range of other<br />

organics and then the worms<br />

get down to business.”<br />

Back then, Phil says, a worm<br />

farm was seen as a bit “woo<br />

woo”. Michael had the tenacity<br />

to push past the naysayers and,<br />

fast forward to 2022, MyNoke’s<br />

worm population is exploding<br />

after what’s been a relatively<br />

mild winter.<br />

Today, 3 billion worms<br />

are tasked with chewing their<br />

way through large volumes of<br />

organic waste materials and<br />

by-products from the likes of<br />

the dairy and animal processing<br />

industries, even the treated<br />

and sanitised end product<br />

from Hamilton’s wastewater<br />

treatment plant. And just this<br />

month, Hamilton businesses<br />

are the first to adopt a new collection<br />

scheme where worm<br />

food bins filled with food and<br />

organic waste are collected and<br />

delivered to one of MyNoke’s<br />

worm farms, helping divert<br />

even more waste from landfill.<br />

Event organisers, accommodation<br />

providers, hospitality<br />

operators and businesses<br />

with on-site cafeterias will fill<br />

140 litre worm food bins with<br />

food scraps, shredded paper,<br />

handtowels, cardboard boxes<br />

and wilted flowers. Once it<br />

reaches MyNoke, the worms<br />

feast on the waste, reducing it<br />

by about 80 per cent and turning<br />

it into vermicast – or, worm<br />

poop – a rich soil conditioner<br />

that is sold in solid or liquid<br />

form to agriculturalists, horticulturalists,<br />

and gardeners who<br />

return it to the soil.<br />

As MyNoke’s worm population<br />

has exploded, so too has<br />

the business’ operation.<br />

“About 18 months ago we<br />

had nine staff, now we have<br />

30,” Phil says. And they’ll need<br />

even more soon.<br />

“In two to five years<br />

MyNoke will be a very different<br />

company. We’re very<br />

much growth minded, with<br />

a strong R&D team headed<br />

up by Michael. They help us<br />

improve what we’re doing and<br />

to be able to react quickly. We<br />

are constantly researching<br />

other organic waste streams so<br />

we’re ahead of the game when<br />

it comes to sustainability and<br />

innovation.”<br />

To ensure they have skilled<br />

staff to cope with rapid growth,<br />

the company has set up an<br />

internal training programme<br />

– Ako MyNoke – which aims<br />

to teach young people all they<br />

need to know about worm<br />

farming.<br />

“We need people so we can<br />

grow our 10 new sites and to<br />

do that we have created this<br />

training programme. Years ago<br />

being a worm farmer wouldn’t<br />

have been a career path people<br />

would have considered but it is<br />

now!”<br />

Ako MyNoke will see participants<br />

starting off by learning<br />

to drive tractors, the science<br />

behind worm farming, financial<br />

literacy and general life<br />

skills.<br />

“They’ll start off learning all<br />

the fundamentals and hopefully<br />

their career path will progress…<br />

foreman, site manager,<br />

perhaps they’ll end up with my<br />

job,” Phil says.<br />

While it’s an internal training<br />

programme, there will<br />

be external component too.<br />

MyNoke is partnering with<br />

Power Farming to produce videos<br />

on how to start and operate<br />

farm machinery. That content<br />

will be made available to the<br />

public because they believe that<br />

knowledge and understanding<br />

may be useful to others.<br />

They haven’t advertised Ako<br />

MyNoke. They haven’t had to.<br />

Word of mouth has done the<br />

job, with up to 12 people on a<br />

waiting list to join Ako MyNoke<br />

on one of the company’s sites.<br />

The 10 new sites set to begin<br />

operations over the next two to<br />

three years are dotted around<br />

the country, from the far north<br />

to the far south.<br />

“We’ve looked at where<br />

the optimum sites should be.<br />

They’re close to major waste<br />

providers, and we’ve worked<br />

with a range of stakeholders<br />

such as economic development<br />

agencies, iwi, industry, farmers,<br />

councils, horticulturalists<br />

to ensure they understand why<br />

our operation is so important.”<br />

And the statistics speak<br />

for themselves. Currently,<br />

MyNoke’s operation has<br />

diverted from landfill over 1.2<br />

million tonnes of waste each<br />

year. With 10 more sites coming<br />

online, that’s set to grow<br />

even more.<br />

“This award really is a<br />

huge credit to our team who<br />

are incredibly loyal and passionate.”<br />

As are their 3 billion<br />

worms who do the hard mahi!

4 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

Legacy boosts centre roof repaint<br />

When the McKenzie Centre roof<br />

gets a much needed repaint in<br />

April, a donation from the Legacy<br />

Trust will help pay for it.<br />

Legacy Funerals Hamilton<br />

branch manager Jordan Goss<br />

confirmed the $1500 grant<br />

before Christmas and visited<br />

McKenzie Centre in Hamilton,<br />

when the first term started last<br />

week, to congratulate them<br />

and have a tour of the centre.<br />

It has been more than 15<br />

years since McKenzie Centre’s<br />

roof in Hamilton has been<br />

painted and business support<br />

coordinator Lillian Martin<br />

knows how important it is<br />

to maintain it before it needs<br />

major repairs.<br />

The charitable trust gets<br />

funding from Whaikaha - Ministry<br />

of Disabled People and<br />

education ministries targeted<br />

specifically at early childhood<br />

intervention and support for<br />

children from birth to school<br />

age - within a 50-kilometre<br />

radius of its Hammond Street<br />

base - with developmental<br />

delays or disabilities.<br />

But necessary improvements<br />

or significant maintenance<br />

– such as the roof<br />

repaint – are impossible without<br />

other funding.<br />

“If we want to do anything<br />

like maintenance, we rely on<br />

funding grants,” Lillian says.<br />

Legacy Funerals is owned<br />

by the Legacy Trust which is<br />

a registered charitable trust<br />

established by former Tauranga<br />

mayor and former Hamiltonian<br />

Gregory Brownless in<br />

2007 when he gifted his funeral<br />

business to the community.<br />

Since then, more than $3.8<br />

million has been gifted to Bay<br />

of Plenty and <strong>Waikato</strong> community<br />

groups. Last year Legacy<br />

Funerals moved further<br />

north establishing a venue in<br />

Hamilton.<br />

Long-standing Cambridge<br />

Funerals, which was acquired<br />

by Legacy Funerals in 2018,<br />

also underwent a rebrand to<br />

carry the Legacy Funerals’<br />

name.<br />

Jordan began his career in<br />

the funeral industry in 2009<br />

and is currently president of<br />

the New Zealand Embalmers<br />

Association.<br />

Part of the reason he<br />

joined Legacy Funerals in<br />

August last year was the Legacy<br />

Trust’s commitment to its<br />

communities.<br />

“It’s a great thing from my<br />

point of view because not only<br />

do we get to support families<br />

through their grief in our dayto-day<br />

roles in the funeral profession,<br />

but we are also able<br />

to support the community in<br />

other areas.”<br />

Jordan’s partner Renee is<br />

currently working on placement<br />

with Enrich+ in Te<br />

Awamutu - part of the Enrich<br />

Group family of organisations,<br />

which also includes McKenzie<br />

Centre – that supports people<br />

with disabilities and<br />

those living with autism and<br />

neurodiversities.<br />

“So, I have an understanding<br />

of the work Enrich+ does<br />

McKenzie Centre,<br />

which turns 40<br />

next year, uses a<br />

model of transdisciplinary<br />

early<br />

intervention<br />

which builds a<br />

team of health<br />

and education<br />

professionals<br />

around the child<br />

and whānau.<br />

and now I’m keen on learning<br />

more about McKenzie Centre<br />

and continuing our support,”<br />

he says.<br />

“We want to be able to grow<br />

our business in the <strong>Waikato</strong> so<br />

we can give donations to many<br />

different organisations. We<br />

have several groups we want to<br />

sponsor and support. We know<br />

there’s a need on the ground<br />

and how important this grant<br />

is for the roof repair.”<br />

McKenzie Centre, which<br />

turns 40 next year, uses a<br />

model of trans-disciplinary<br />

early intervention which builds<br />

a team of health and education<br />

professionals around the child<br />

and whānau.<br />

“Our highly trained team<br />

develop specific strategies, in<br />

partnership with parents, to<br />

support children to learn and<br />

develop to the best of their<br />

ability, to achieve both shortterm<br />

goals and long-term success.<br />

Just as importantly, our<br />

staff also provide whānau with<br />

effective skills, knowledge and<br />

confidence to enable them to<br />

practically assist the learning<br />

and development of their child<br />

whilst at home,” Lillian says.<br />

Lillian Martin and Jordan Goss<br />

Hill Laboratories forms strategic partnership with<br />

Mérieux NutriSciences<br />

Hamilton-based Hill<br />

Laboratories has<br />

signed a joint working<br />

partnership agreement with<br />

Mérieux NutriSciences,<br />

who are global leaders in<br />

food safety, quality, and<br />

sustainability.<br />

Hill Laboratories’ CEO Dr<br />

Jonathan Hill says the partnership<br />

was established in<br />

response to increased New<br />

Zealand customer demand for<br />

high-quality food safety auditing<br />

services for export.<br />

“Partnering with Mérieux<br />

NutriSciences allows us to<br />

offer our customers a worldclass<br />

independent auditing<br />

service alongside our existing<br />

world-class analytical services.<br />

“Hill Labs’ expertise in<br />

food, agricultural and environmental<br />

testing perfectly<br />

complements Mérieux Nutri-<br />

Sciences’ expertise in auditing<br />

Global Food Safety Initiative<br />

(GFSI) programmes.<br />

“The Hill Laboratories<br />

team will work together with<br />

the Mérieux NutriSciences<br />

team of experts to provide<br />

comprehensive solutions for<br />

New Zealand food businesses<br />

which will encompass both<br />

food safety testing and auditing<br />

services. The end result<br />

is that we will be better able<br />

to support our customers’ full<br />

suite of export certification<br />

compliance needs.”<br />

Dr Hill says there is strong<br />

demand for food safety auditing<br />

services coming from New<br />

Zealand’s horticultural sector,<br />

particularly fruit packhouses<br />

required to meet export food<br />

safety regulations.<br />

“Hill Labs already does a<br />

significant amount of testing<br />

for the horticultural sector.<br />

The ability to now offer<br />

our packhouse customers and<br />

other horticultural clients<br />

this top-quality, independent<br />

auditing service gives us<br />

another string in our bow.”<br />

A growing number of retailers<br />

and manufacturers worldwide<br />

require food suppliers<br />

to demonstrate their commitment<br />

to food safety and quality<br />

standards through global<br />

food safety programmes,<br />

such as those benchmarked<br />

and recognised by the Global<br />

Food Safety Initiative (GFSI).<br />

Mérieux NutriSciences provides<br />

certification and food<br />

auditing services that confirm<br />

the highest safety and quality<br />

levels across the whole food<br />

value chain. The company is<br />

accredited through the Joint<br />

Accreditation System of Australia<br />

and New Zealand (JAS-<br />

ANZ). 1<br />

Both Hill Laboratories and<br />

Mérieux NutriSciences are<br />

family-owned, and Dr Hill<br />

says the two companies share<br />

very similar values, especially<br />

the shared focus on quality.<br />

“Mérieux NutriSciences<br />

approached Hill Laboratories<br />

as its preferred New Zealand<br />

partner. Both of our<br />

companies have a shared<br />

ambition to help local food<br />

growers and manufacturers<br />

to meet international food<br />

safety and quality standards,”<br />

he says.<br />

Mérieux NutriSciences<br />

Australia managing director<br />

Omega Capital welcomes experienced<br />

property finance specialist Nadine Lazzara<br />

Dr Jonathan Hill<br />

Kevin Goddaer says, “The<br />

strategic partnership with Hill<br />

Laboratories expands Mérieux<br />

NutriSciences' auditing services<br />

for the first time to New<br />

Zealand, allowing us to better<br />

serve the growing Pacific<br />

market.”<br />

Commercial mortgage<br />

broking house Omega<br />

Capital has welcomed<br />

Nadine Lazzara to its property<br />

finance consultant team.<br />

Nadine is an experienced<br />

property finance specialist,<br />

having worked for over five<br />

years in corporate banking<br />

prior to joining Omega Capital,<br />

specialising in complex<br />

residential and commercial<br />

property development and<br />

investment projects.<br />

Nadine studied in Canada<br />

prior to moving to New Zealand<br />

in 2012 and holds a Bachelor’s<br />

degree in finance and<br />

marketing.<br />

“I have a deep knowledge<br />

of the wider market, and<br />

property-specific insights that<br />

are valuable for both experienced<br />

and new property professionals,”<br />

says Nadine. This<br />

knowledge is supported by a<br />

“keen interest in the property<br />

industry.”<br />

One of Nadine’s biggest<br />

strengths is her ability<br />

to foster and maintain genuine<br />

relationships, while<br />

ensuring her clients achieve<br />

their short and long-term<br />

development goals.<br />

Her personable nature and<br />

analytical mind supports the<br />

Omega Capital client-focused<br />

approach to finance and equity<br />

solutions, making Nadine a<br />

natural addition to the team.<br />

Her background includes<br />

time in a relationship manager<br />

role, solidifying her ability to<br />

provide her clients confidence<br />

and comfort in their property<br />

lending experience.<br />

Omega Capital general<br />

manager Noni Martin says she<br />

is pleased to welcome Nadine<br />

to the team as a great asset to<br />

the company.<br />

“Nadine’s background in<br />

corporate banking coupled<br />

with her deep knowledge of<br />

property finance makes her a<br />

perfect fit for the Omega Capital<br />

team.<br />

“Her appointment brings<br />

further strength to our team<br />

and our clients, particularly<br />

the many property developers<br />

we work with, who will greatly<br />

benefit from her experience<br />

and skills.”

<strong>Waikato</strong> software specialist Company-X is celebrating<br />

its first decade in business in <strong>2023</strong>. Co-founders Jeremy<br />

Hughes and David Hallett look back at the foundation of<br />

their successful team and at the Company-X philosophies<br />

that have mattered most over the last 10 years.<br />

Company-X was founded<br />

in 2012 by software<br />

specialists David Hallett<br />

and Jeremy Hughes.<br />

Both directors ran their<br />

own IT businesses before<br />

founding Company-X. Hallett<br />

was a solution architect and the<br />

director of Pulsar Computer<br />

Solutions, founded in March<br />

1998, while Hughes was<br />

managing director of Ignition<br />

Software, which he had started<br />

in March 2001.<br />

“I’d been ‘working in and<br />

working on’ my first software<br />

business with a business<br />

mentor for some time and<br />

knew it was time for things to<br />

change,” Hughes said.<br />

“My business mentor said,<br />

‘Jeremy, you need to get out<br />

there and network’ and he<br />

named several things that did<br />

not come naturally to me.”<br />

Around that time, Hughes<br />

went to a presentation by<br />

Orcon Internet founder Seeby<br />

Woodhouse.<br />

“Seeby was talking about<br />

this little internet business that<br />

he was running. He figured<br />

that there were very slim<br />

margins because Telecom had<br />

changed everything and he<br />

said, ‘I must change something<br />

for this to work.’”<br />

Woodhouse soon founded<br />

Orcon. “That observation<br />

about change was the key for<br />

me, and that moment was the<br />

inspiration for the formation<br />

of Company-X. It was to take<br />

the business that I already had<br />

and recreate it in a new form. If<br />

you want something to change<br />

or grow, then you must change<br />

something.”<br />

Hughes had known Hallett<br />

through networking events<br />

for about four years when he<br />

approached him for a business<br />

partnership.<br />

“Jeremy suggested that<br />

we complete DISC profiles,<br />

focused on the personality<br />

traits of Dominance,<br />

Influence, Steadiness, and<br />

Conscientiousness,” Hallett<br />

recalls.<br />

It turned out Hughes and<br />

Hallett were a perfect match.<br />

“David and I find<br />

enjoyment in quite different<br />

aspects of running a business,<br />

so the variety in our passions<br />

and interests complement our<br />

approaches really well, we<br />

find,” Hughes said. “Right from<br />

the start, David and I based our<br />

business on strengths-based<br />

serving leadership.”<br />

“Our profiles dovetailed,”<br />

Hallett said. “We soon realised<br />

through this process that we<br />

were both driven to reinvent<br />

the way that specialist services<br />

were delivered. It helped<br />

us decide quite quickly that<br />

our companies would cease<br />

trading and something new<br />

and exciting would arise from<br />

the ashes like a phoenix.<br />

The Art of Life consultant<br />

Steve Murray proposed<br />

Company-X as a placeholder<br />

name but it soon gained<br />

traction with the pair as a<br />

viable brand for the business.<br />

They realised how much it<br />


5<br />

Company-X celebrates a decade in business<br />

would fit with messaging<br />

that supported their hopes<br />

for this new venture together<br />

“From a sales perspective, it’s<br />

brilliant, because people ask<br />

me ‘what is Company-X?’ I<br />

answer ‘well, let me tell you<br />

about Company-X...’” Hallett<br />

explained. “It’s a cool concept<br />

that you can play on and do<br />

many things with. You can talk<br />

about the software company<br />

with the x-factor, x marks the<br />

spot for software savvy, the<br />

Company-X men and women,<br />

all sorts of stuff. It’s a fun kind<br />

of brand for us.”<br />

The strong desire to build<br />

a software development team<br />

offer with that real x-factor<br />

made Hallett and Hughes<br />

appreciate from day one that<br />

their hiring strategies were a<br />

priority.<br />

“To deliver on a promise of<br />

something brilliant, you need<br />

brilliant people” said Hallett,<br />

“From the start, we’ve focused<br />

on building a team of people<br />

that we can trust implicitly to<br />

represent Company-X and to<br />

do the very best they can for<br />

our clients.”<br />

The business has grown to<br />

around 50, with the majority<br />

based in the <strong>Waikato</strong> but with<br />

people across the country and<br />

overseas.<br />

“Nowadays, we’re lucky<br />

enough to attract frankly<br />

awesome staff from around<br />

New Zealand and, in fact,<br />

from around the world.” said<br />

Hughes. “Finding great people<br />

is never easy but we’re always<br />

how they are wired and what<br />

activities energise them, and<br />

what they have a natural ‘bent’<br />

for,” Olivier said.<br />

“When we understand how<br />

we and other team members<br />

are wired we can leverage our<br />

strengths and fill the gaps with<br />

other people’s strengths. It is<br />

also powerful in building trust<br />

between team members as they<br />

realise what makes people tick<br />

and why they behave the way<br />

they do. When we understand<br />

each other, we can make<br />

allowances for each other and<br />

celebrate those traits.”<br />

The leadership team has<br />

also completed a Working<br />

Genius assessment.<br />

“Working Genius is also a<br />

powerful tool we have trialled<br />

with the leadership team. It<br />

has had a huge impact as this is<br />

about people’s natural genius<br />

when it comes to productivity,”<br />

Olivier said.<br />

“There are six working<br />

genius attributes: Wonder,<br />

Invention, Discernment,<br />

Galvanizing, Enablement, and<br />

Tenacity, and each used in any<br />

body of work.<br />

“Everyone has two genius<br />

attributes that they rock at,<br />

two that they are competent<br />

in and two that frustrate them.<br />

TENTH ANNIVERSARY: Company-X co-founders and directors David Hallett, top, and<br />

Jeremy Hughes are celebrating 10 years in business in 2013.<br />

blown away by the incredible<br />

expertise and enthusiasm that<br />

we’ve so often managed to find<br />

right on our doorstep.”<br />

WINNING CULTURE: The Company-X team won the Service Excellence Award and the Global Operator Award at the<br />

Westpac <strong>Waikato</strong> <strong>Business</strong> Awards in 2018.<br />

Hallett and Hughes have<br />

made a deliberate effort to<br />

ensure that the culture and<br />

character of Company-X<br />

continues to be strong,<br />

especially as the business<br />

grows in numbers.<br />

Leadership and team coach<br />

Tracey Olivier leads every<br />

member of the Company-X<br />

team through Gallup’s<br />

CliftonStrengths assessment<br />

tool.<br />

“Company-X was founded<br />

on Jeremy and David<br />

understanding their strengths<br />

and the power of harnessing<br />

their differences,” said Olivier.<br />

“They<br />

understood<br />

the power of<br />

each individual<br />

understanding<br />

their own<br />

strengths.”<br />

“CliftonStrengths measures<br />

how people think, feel, and<br />

behave. On an individual basis<br />

it helps people understand<br />

Knowing this is powerful as<br />

we can leverage each other’s<br />

genius and understand<br />

where the gaps are and make<br />

allowance for them.”<br />

The use of DISC profiling,<br />

CliftonStrengths and Working<br />

Genius say something about<br />

Company-X culture.<br />

Of the profiling tools,<br />

Hallett said: “I find them<br />

very fascinating and useful,<br />

especially the alternative ways<br />

that they enable one to view<br />

self and others. For as Socrates<br />

supposedly uttered, ‘the<br />

unexamined life is not worth<br />

living’.”<br />

It’s become a pervasive<br />

philosophy in the company,”<br />

Hughes said.<br />

“We have this seats on<br />

the bus concept, and you use<br />

people in the areas of their<br />

strength and don’t abuse<br />

them for their weaknesses.<br />

We started out with this raw<br />

concept that that’s how we<br />

want to work and build our<br />

team, and as we celebrate 10<br />

years, hey ho, there’s this more<br />

structured tool which fully<br />

supports exactly what we’ve<br />

always done. It helps reassure<br />

us that we’re well-placed for<br />

the next 10 years ahead, and<br />

that feels pretty good to me.”




How leadership is<br />

building culture<br />

Since 2018, Fosters has been working to develop and<br />

implement a three-tier leadership programme.<br />

Today, with graduates<br />

from all three levels,<br />

the business is seeing<br />

multiple benefits but most<br />

especially a strong ‘one team’<br />

culture.<br />

Fosters Chief Operating<br />

Officer Nigel Sun oversees the<br />

leadership programme.<br />

“When we started down<br />

this path, Fosters was growing<br />

fast” says Nigel. “We had<br />

a big workload and a lot of<br />

good people who had great<br />

skills and natural leadership<br />

abilities. However, given the<br />

nature of the industry, lots<br />

of our managers had worked<br />

their way up and continued to<br />

be ‘on the tools’, finding it hard<br />

to delegate.<br />

“When the pressure came<br />

on, we realised we hadn’t<br />

equipped our leaders to<br />

manage their teams well;<br />

our sites weren’t working as<br />

efficiently as they could be and<br />

we noticed our business units<br />

were working in silos.<br />

“Very quickly, we<br />

recognised the need to lead<br />

from the top and empower<br />

our teams to work better”<br />

Nigel continues. “Leadership<br />

became a company strategy<br />

and we committed to<br />

increasing leadership skills<br />

and awareness across the<br />

business.”<br />

With the help of Wintec,<br />

Fosters have implemented a<br />

beginner, intermediate and<br />

senior leadership programme.<br />

The 8-week ‘future leaders<br />

programme’ targets young<br />

staff identified as future<br />

leaders who have minimal<br />

leadership experience. An<br />

intermediate course helps<br />

those already in management<br />

roles, further developing<br />

their skills over 12 weeks.<br />

And for middle management<br />

people with the potential to<br />

take on senior roles, there’s a<br />

12-month senior leadership<br />

course. These courses are by<br />

invitation only, with the costs<br />

fully covered by the company.<br />

According to Nigel,<br />

the benefits to the course<br />

participants and ultimately<br />

to Fosters are invaluable and<br />

multi-faceted.<br />

Implementing<br />

leadership<br />

initiatives at<br />

every level of<br />

our business<br />

has helped<br />

our people<br />

understand<br />

the kind of<br />

business we<br />

are trying to<br />

create. It has<br />

helped our<br />

younger staff<br />

members to<br />

understand the<br />

complexities of<br />

leadership.<br />


Fosters 2022 Future Leader graduates with COO Nigel Sun and Construction Manager<br />

Adam Findlay.<br />

Back: Adam Findlay, Chaz Stevenson, Lawrence Watts, Todd Barraclough and Nigel Sun<br />

Front: Hamish Kennedy, Mark Collins, Lars Morrice and Alissa Tobin<br />

“And, by selecting people<br />

from all parts of our business,<br />

we’ve noticed an enhancement<br />

of relationships and better<br />

understanding between the<br />

different areas. We don’t<br />

have people working in silos<br />

anymore.<br />

“Of course, we are seeing<br />

people promoted internally”<br />

he adds. “There’s much bigger<br />

contribution to the business<br />

from up-and-coming leaders<br />

– our ‘future leader’ graduates<br />

are active in our people and<br />

culture, and health and safety<br />

committees. We can see<br />

them readily applying what<br />

they’ve learned and learning<br />

from those who are more<br />

experienced.<br />

“Most importantly, our<br />

people are speaking the same<br />

language, and this is what<br />

builds a positive culture.<br />

Bringing strong and positive<br />

leaders through is enabling us<br />

to both maintain and improve<br />

‘The Fosters Way’.”<br />


A unique 8-week experience, over 8-months<br />

with established leaders from across<br />

multiple organisations<br />

Class of <strong>2023</strong> Intake Now Open<br />

Enquire now<br />



8 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

<strong>Waikato</strong> Housing Initiative<br />

appoints Aksel Bech as CEO<br />

The <strong>Waikato</strong> Housing Initiative cochairs<br />

Lale Ieremia and Nic Greene<br />

have announced the appointment of a<br />

new chief executive officer Aksel Bech<br />

a long-term resident, business and<br />

community leader in the <strong>Waikato</strong>.<br />

Aksel recently completed<br />

two terms as a <strong>Waikato</strong><br />

District Councillor and<br />

was Deputy Mayor from 2019<br />

to 2022.<br />

“Aksel has already had<br />

oversight of <strong>Waikato</strong> Housing<br />

Initiative’s activities through<br />

his role on the <strong>Waikato</strong> Plan for<br />

the past six years. That means<br />

he can hit the ground running<br />

at a time when the demands<br />

on our organisation are picking<br />

up. We’ll benefit greatly from<br />

being able to tap into his experience<br />

at this crucial time,” Ieremia<br />

says.<br />

The <strong>Waikato</strong> Housing Initiative<br />

(WHI) is a working<br />

group that includes representatives<br />

from across the housing<br />

spectrum. It is working toward<br />

a vision of: “Every person and<br />

every family in the <strong>Waikato</strong><br />

region is well-housed, living<br />

in sustainable, flourishing and<br />

connected communities.”<br />

In 2018, WHI completed a<br />

regional stocktake which established<br />

one source of truth for<br />

<strong>Waikato</strong>’s housing shortfall.<br />

This stocktake is used extensively<br />

by regional authorities<br />

to enable discussions around<br />

boundaryless planning for<br />

optimal housing solutions.<br />

“We are working together<br />

to change the current status<br />

quo of housing across the<br />

<strong>Waikato</strong> by leading, connecting<br />

and facilitating the delivery of<br />

affordable, quality and accessible<br />

homes in our region. It’s<br />

the right time for the <strong>Waikato</strong><br />

Housing Initiative to appoint a<br />

CEO who can lead the strategic<br />

partners and working group.<br />

We welcome Aksel onboard to<br />

take up that challenge,” Greene<br />

says,<br />

Bech says he looks forward<br />

to working across the region<br />

and across sectors to create<br />

positive housing impacts.<br />

“I am very conscious of<br />

the lack of affordable housing<br />

across our region and the<br />

effects felt by far too many people<br />

in our regional community.<br />

The work of the <strong>Waikato</strong> Housing<br />

Initiative is crucial. It looks<br />

to provide focused, local leadership<br />

and align local solutions<br />

that work for <strong>Waikato</strong> people.<br />

“I am honoured and humbled<br />

to be given this opportunity<br />

of leadership for the<br />

<strong>Waikato</strong> Housing Initiative and<br />

look forward to making a positive<br />

impact.”<br />

Over the past five years, the<br />

<strong>Waikato</strong> Housing Initiative<br />

has worked with local authorities<br />

and developers to promote<br />

integrated, affordable housing<br />

as part of master planned<br />

Aksel Bech<br />

communities. This has<br />

included developing a ‘scorecard’<br />

housing providers and<br />

developers use to assess their<br />

housing projects so they can<br />

more closely match the region’s<br />

vision and goals for housing<br />

outcomes.<br />

Award-winning agency grows<br />

digital and marcomms grunt<br />

Hamilton-based public<br />

relations agency HMC<br />

has announced the<br />

promotion of Rosie Miller<br />

to senior account manager -<br />

marketing communications<br />

lead, and welcomed Jamie<br />

Batters into the newly created<br />

position of digital PR content<br />

creator.<br />

Rosie Miller<br />

HMC was established in<br />

2004 and is a two-time winner<br />

of the PRINZ PR Agency of the<br />

Year Award in 2018 and 2021.<br />

Since joining HMC in 2019,<br />

Miller has spent over three<br />

years working on a diverse<br />

range of clients across many<br />

industries including professional<br />

services, education,<br />

retail, FMCG and property.<br />

Originally from Auckland,<br />

Miller’s previous background<br />

in the marketing and communications<br />

industry gives her<br />

a broad, multi-disciplinary<br />

range of knowledge that she’s<br />

tapped into over the past three<br />

years at HMC.<br />

Last month, Miller gained<br />

her accreditation in Public<br />

Relations (APR) through<br />

the PR Institute of New Zealand<br />

(PRINZ). Earning the<br />

internationally-recognised<br />

certification demonstrates a<br />

practitioner’s mastery of strategic<br />

communications practice<br />

and a commitment to lifelong<br />

learning and ethical standards.<br />

“Studying for my APR<br />

accreditation gave me wide<br />

exposure to PR disciplines that<br />

I hadn’t yet worked in, and<br />

the process included working<br />

closely with experienced<br />

industry mentors which I<br />

found to be incredibly beneficial,”<br />

Miller says.<br />

“It was a great opportunity<br />

to reflect and improve my own<br />

practice, to the benefit of HMC<br />

clients.”<br />

Additionally, HMC has<br />

hired a new team member,<br />

Jamie Batters, in the niche<br />

position of digital PR content<br />

creator.<br />

Batters is a Hamilton<br />

native, having recently<br />

completed her studies at Wintec<br />

gaining a Bachelor of Communication<br />

– majoring in Digital<br />

Marketing.<br />

Throughout her studies and<br />

freelance work, Batters gained<br />

a wealth of experience in copywriting,<br />

digital content creation,<br />

digital marketing, and<br />

social media management.<br />

“I’m excited to join the<br />

HMC team to foster my continued<br />

growth and development,<br />

while bringing to the table a<br />

fresh perspective on the digital<br />

space to assist clients looking<br />

to explore this area deeper,”<br />

says Batters.<br />

“The diversity this role<br />

provides is one of the many<br />

perks of working with HMC,<br />

and I am already enjoying the<br />

breadth of clients and industries<br />

that HMC services.”<br />

HMC founder and<br />

managing director, Heather<br />

Claycomb, says Miller’s promotion<br />

and Batters’ hire are<br />

a clear demonstration of how<br />

lines are blurring between<br />

public relations and marketing<br />

disciplines.<br />

“The past few years we’ve<br />

seen huge changes in the<br />

public relations industry. As<br />

an agency, we’ve needed to<br />

take the blinders off a bit and<br />

broaden the scope of advice<br />

we provide clients. So much<br />

audience communication happens<br />

in digital channels, many<br />

of which require you to ‘pay to<br />

play,’ and the result of this shift<br />

is that the PR industry often<br />

steps over the line a bit into the<br />

marketing space.<br />

“HMC has invested significantly<br />

in upskilling our entire<br />

team in the area of digital public<br />

relations, which is distinct<br />

from digital marketing. Keeping<br />

our digital PR skills sharp<br />

allows our team at HMC to<br />

offer a modern PR approach<br />

that gets our clients in front<br />

of the right people, at the right<br />

Jamie Batters<br />

time, on the right channels<br />

and with the right image. This<br />

requires a strategy that blends<br />

both on- and off-line tactics.<br />

“The public relations<br />

industry is incredibly dynamic<br />

at the moment. Having experienced,<br />

highly skilled team<br />

members working in the marcomms<br />

and digital space is one<br />

way HMC is staying ahead of<br />

the curve,” explains Claycomb.<br />

HGB getting kicks off <strong>2023</strong> with key appointments<br />

Hamilton strategic<br />

marketing agency,<br />

HGB kicks into <strong>2023</strong><br />

with two new key leadership<br />

roles in place.<br />

Directors Jacqui Gage-<br />

Brown and Kylie Harcourt<br />

say the two new roles, general<br />

manager and head of creative,<br />

reflected the company’s<br />

growth and leadership goals<br />

and were proud to appoint<br />

internal staff to the new<br />

strategic roles.<br />

“We’re proud to announce<br />

Mitchell Hyde’s new role<br />

as HGB general manager,<br />

reflecting the huge leadership<br />

journey he’s taken this year<br />

and to better support his<br />

business management skills<br />

development,” Gage-Brown<br />

says.<br />

“We’ve also made another<br />

key promotion, with Lachlan<br />

Blackburn moving to head<br />

of creative. Locky has shown<br />

great initiative and leadership<br />

over the past year which has<br />

confirmed he’s ready to take<br />

this next step.”<br />

HGB has also welcomed<br />

a new face to the experienced<br />

team of 15, with Karen<br />

Cousins joining as a strategic<br />

marketing consultant.<br />

Cousins comes with a wealth<br />

of public and private sector<br />

experience and is fresh<br />

from receiving supreme and<br />

gold PRINZ awards for her<br />

campaign work in community<br />

relations and engagement.<br />

Harcourt said the new<br />

appointments capped off a<br />

stellar year for HGB and their<br />

clients.<br />

“This year we’ve gone<br />

from strength to strength<br />

and we’re buzzing from the<br />

amazing work Mitch, Locky<br />

and the rest of our team has<br />

delivered on behalf of our<br />

clients,” Harcourt says.<br />

“As HGB enters its tenth<br />

year creating meaningful<br />

experiences for our clients<br />

across New Zealand, we’re<br />

invigorated looking at what’s<br />

still to come. Bring it on!”<br />

Gage-Brown says.<br />

HGB is a fullservice<br />

agency, based<br />

in the Hamilton CBD,<br />

undertaking design, brand<br />

creation and positioning,<br />

strategic marketing, paid<br />

and organic digital and<br />

social media advertising,<br />

website development,<br />

communications, fundraising<br />

sponsorships and more for<br />

some of the <strong>Waikato</strong>’s most<br />

recognisable companies.<br />

Lachlan Blackburn, Karen Cousins<br />

and Mitchell Hyde

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 9<br />

Get connected to Electric<br />

Vehicles – the smart way.<br />

ews<br />

If you’re out and about on any<br />

New Zealand road these days, and<br />

you’ll likely see Electric Vehicles<br />

(EVs). They’re becoming quite<br />

commonplace on our roads,<br />

and there’s a good chance that<br />

we may have helped a few of<br />

those get up and running!<br />

That’s because as the world shifts to using<br />

more sustainable energy sources, we’re<br />

using our energy experience and practical<br />

insights to help businesses make the move<br />

to EVs – for good. Using our experience<br />

and smart infrastructure ideas, we help put<br />

businesses on the road to sustainability<br />

faster, smarter and at just the right price.<br />

Because of this We.EV has seized the<br />

opportunity to lead the way in supporting<br />

businesses to transition their fleets to EVs<br />

by investigating, designing, installing and<br />

provide an end-to-end solution to meet the<br />

customers’ needs to minimise costs now<br />

and into the future. Community owned,<br />

our vision is simple; to help businesses<br />

shape a better, more renewable future<br />

We guide and support businesses who<br />

want to make the shift to EVs with specific<br />

plans and infrastructure that’s flexible, costeffective,<br />

and can expand as your EV fleet<br />

does. From accurate advice to on-the-ground<br />

planning, every customer we work with has<br />

unique needs and goals. So whether your<br />

fleet of EVs is large or small, or you’re even<br />

just at the early stages of thinking about<br />

it – it pays to talk to the local experts first.<br />

How to get started on<br />

your EV transformation<br />

So, you can make the change once, and<br />

do it properly, there are a number of things<br />

you’ll need to look at, says Craig Marshall,<br />

Head of We.EV. He explains it should start<br />

with good advice before you start laying<br />

cables. “There are a lot of people out there<br />

who are keen to help with suggestions<br />

and hardware. But it all starts with solid<br />

advice that simply comes from handson<br />

experience. We’ve been working with<br />

energy for decades. And we’ve seen cases<br />

where clients were told to invest hundreds<br />

of thousands of dollars, when in fact they<br />

needed nothing of the sort for their usage.”<br />

So, if you’re ready to make the smarter<br />

EV infrastructure choice and you’re ready<br />

to take your sustainability goals up a<br />

gear – get in touch with the EV experts.<br />

0800 800 935 | we-ev.co.nz<br />

Driving<br />

brighter<br />

business<br />

futures.<br />

From advice and planning<br />

to design and build, We.EV<br />

helps businesses become<br />

future-ready with their<br />

Electric Vehicle charging<br />

infrastructure. So whether<br />

your fleet of EVs is large or<br />

small, or you’re even just<br />

thinking about it – it pays to<br />

talk to the local experts first.<br />


10 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

Rabobank Agribusiness Leadership Awards<br />

nominations now open for <strong>2023</strong><br />

The annual trans-Tasman Rabobank<br />

Leadership Awards is returning – after a<br />

three-year Covid-enforced hiatus – with<br />

nominations now open for <strong>2023</strong>.<br />

And a new award<br />

– recognising an<br />

outstanding rural<br />

community initiative – has<br />

been added to the longstanding<br />

prestigious business<br />

awards programme.<br />

Run for more than 20 years<br />

by agribusiness banking specialist<br />

Rabobank, the peer<br />

nominated awards recognise<br />

outstanding leadership in New<br />

Zealand and Australia’s food,<br />

beverage and agribusiness<br />

industries, with two key business<br />

leadership accolades.<br />

The Rabobank Leadership<br />

Award honours an accomplished<br />

senior agribusiness<br />

sector leader, while the Rabobank<br />

Emerging Leader Award<br />

recognises outstanding up-and<br />

coming agri industry talent.<br />

Previous recipients of the<br />

Rabobank Leadership Award<br />

include former Sanford CEO<br />

Volker Kuntzsch, New Zealand<br />

meat industry pioneer<br />

Sir Graeme Harrison and New<br />

Zealand dairy industry identity<br />

Sir Henry van der Heyden.<br />

The Rabobank Emerging<br />

Leader Award has gone<br />

to recipients including New<br />

Zealand dairy producer Mat<br />

Hocken, South Australian viticulturist<br />

Zachary Caudo and<br />

Woolworth’s Anna Speer.<br />

Announcing the opening<br />

of nominations for the <strong>2023</strong><br />

Leadership Awards, Rabobank<br />

NZ CEO Todd Charteris says<br />

the bank was thrilled to welcome<br />

the return of the awards<br />

programme after Covid restrictions<br />

had put a pause on the<br />

annual ceremony after 2019.<br />

“New Zealand and Australian<br />

agribusiness companies<br />

operate in an environment<br />

which is increasingly volatile<br />

and complex, and the role of<br />

industry leadership has never<br />

been more important,” he says.<br />

“So it’s fantastic to have the<br />

awards back this year as they<br />

not only provide an opportunity<br />

to recognise those who are<br />

already making a significant<br />

contribution to food and agribusiness<br />

across the Australasia<br />

region, but also to highlight<br />

some of the emerging leaders<br />

who will help steer the industry<br />

into the future.”<br />

Charteris says the bank was<br />

also pleased to mark the return<br />

of the Rabobank Leadership<br />

Awards with the introduction<br />

of a new Rabobank Community<br />

Leadership Award, with separate<br />

Community Leadership<br />

Awards to be presented in both<br />

New Zealand and Australia.<br />

“The new award will go to<br />

an exceptional initiative in<br />

each country which provides<br />

meaningful benefit to the rural<br />

community.<br />

“This new award category<br />

aims to shine a light on community<br />

initiatives that align<br />

with one or more of the key<br />

themes linked to the work<br />

being undertaken by the Rabo<br />

Planting a new future<br />

for Hamilton<br />

Client Councils – groups of the<br />

bank’s clients in New Zealand<br />

and Australia, who work with<br />

Rabobank to address industry<br />

and community challenges in<br />

farming and agribusiness.<br />

“In New Zealand we have<br />

four client councils – two in<br />

the North Island and two in<br />

the South – and the five key<br />

themes they have identified to<br />

address are; long-term industry<br />

capacity and agricultural<br />

education, environmental sustainability,<br />

the rural/urban<br />

divide, rural health and adaptation/disruption<br />

in the rural<br />

sector.”<br />

A cash prize of AUD25,000<br />

will be gifted to the winning<br />

Rabobank Community<br />

Leadership Award initiative<br />

in each country in order to<br />

help strengthen its impact.<br />

Charteris encouraged those<br />

involved in New Zealand’s<br />

agricultural sector to nominate<br />

peers and community organisations<br />

and, in doing so, recognise<br />

their leadership and<br />

positive contribution to the<br />

future growth, prosperity and<br />

sustainability of New Zealand<br />

food and agribusiness.<br />

“New Zealand-based leaders<br />

scooped both the major<br />

accolades at the last event in<br />

2019, and it would great to see<br />

plenty of entries from this side<br />

of the ditch for the upcoming<br />

awards.”<br />

The Rabobank Leadership<br />

Award recognises an individual<br />

who has built an expansive<br />

career in management and<br />

leadership in New Zealand or<br />

Australian agriculture and has,<br />

as a senior executive, led sustained<br />

growth and commercial<br />

success while demonstrating<br />

a wider commitment to the<br />

broader community.<br />

The Rabobank Emerging<br />

Leader Award acknowledges<br />

the contribution and role of<br />

up and-coming farmers, and<br />

those in the wider agribusiness<br />

sector, who demonstrate<br />

strong leadership potential.<br />

Nominations close on <strong>February</strong><br />

17, <strong>2023</strong> - visit www.rabobank.co.nz/leadership.<br />

The WE LOVE VW<br />

team from Ebbett<br />

Volkswagen have<br />

partnered with the Hamilton<br />

City Council and planted the<br />

Pukete restoration project at<br />

Kauri Grove in Pukete Farm<br />

Park. This is a long-term<br />

partnership between the two<br />

businesses.<br />

The Pukete Farm Park is<br />

approximately 11,000sqm in<br />

size which is approximately<br />

seven-hectares of land. Within<br />

the park, there is the Kauri<br />

Grove which was first planted<br />

in 1997. Starting in 2022, over<br />

a three-year period, Ebbett<br />

Volkswagen has partnered<br />

with to plant additional kauri<br />

trees in the area.<br />

Pukete Farm Park is a large<br />

multi-use park utilised by the<br />

<strong>Waikato</strong> Equestrian Centre,<br />

with a mountain bike track,<br />

dog exercise area, natural<br />

parkland and gully areas. At<br />

the southern end of the park<br />

is the Kauri Grove, a stand of<br />

kauri trees with other native<br />

vegetation adjacent to the gully<br />

in this area. This stand of kauri<br />

is significant in Hamilton/<br />

Kirikiriroa as it is one of only<br />

a few stands of kauri within the<br />

city boundary.<br />

In the middle of last year,<br />

the Ebbett Volkswagen team<br />

planted 1000 native plants<br />

which will be part of an overall<br />

grove of 3000 native trees<br />

over the next three years. This<br />

is planned to be one of the<br />

biggest kauri groves within the<br />

Hamilton boundaries.<br />

The planting day started<br />

with a karakia led by Ngaati<br />

Wairere representatives,<br />

followed by the health and<br />

safety briefing from council<br />

staff before the team got<br />

down to planting trees. It was<br />

a beautiful fresh day and the<br />

weather luckily held out so that<br />

all the trees were able to be<br />

planted.<br />

Over the next few years,<br />

the Ebbett Volkswagen team<br />

will continue to partner with<br />

the council and plant out<br />

the remainder of the Kauri<br />

Grove in the Pukete Farm<br />

Park. With 3000 native trees<br />

planted, we will continue to<br />

grow the nature around the<br />

area and plant a future for<br />

the community through this<br />

beautiful restoration project.

Tackling the<br />

horticulture labour<br />

shortage one Kiwi<br />

at a time<br />

The University of <strong>Waikato</strong> won the<br />

Prototype Award this year for their<br />

Kiwifruit Human Assisted Harvesting<br />

(e-BIN), a product that was created<br />

during the 2021 lockdown in part, to<br />

solve the issue of staff shortages -<br />

one of the kiwifruit industry’s<br />

biggest problems.<br />

Funded by Zespri,<br />

the electronic fruit<br />

bin can potentially<br />

revolutionise the picking<br />

industry by taking most of the<br />

heavy lifting out of picking<br />

produce, bringing people that<br />

potentially weren’t physically<br />

able to get into picking jobs<br />

into the industry.<br />

The group have consulted<br />

with representatives from the<br />

picking industry and have<br />

worked to refine the fine<br />

motor skills on the e-Bin to<br />

reduce fruit damage.<br />

Nick Pickering, lecturer<br />

at the University’s School<br />

of Engineering, says<br />

the challenge is to use<br />

automation technology to<br />

invent something that will<br />

assist kiwifruit pickers on<br />

orchards and open up jobs to<br />

a wider group of people.<br />

“The industry is suffering<br />

serious labour shortages<br />

especially during harvest,<br />

so we’ve come up with this<br />

solution that can enable more<br />

people to do the job of picking<br />

kiwifruit.”<br />

Pickering says the e-Bin<br />

aims to be technically<br />

feasible, financially viable and<br />

desirable for all stakeholders.<br />

“The key factor is we needed<br />

something simple that can<br />

be commercialised quickly<br />

to help address the labour<br />

shortages we’re seeing.”<br />

He says picking kiwifruit<br />

can be physically demanding<br />

work, as people are required<br />

to carry a large bag that they<br />

fill as they pick. Once filled<br />

it can weigh about 25kg and<br />

then it needs to be emptied<br />

into a larger bin.<br />

The e-Bin takes the hard<br />

work out of picking the fruit.<br />

Instead of each individual<br />

having to carry around a bag,<br />

a group of four pickers walk<br />

alongside the e-Bin, which is<br />

on wheels. As each kiwifruit<br />

is picked, it is dropped into a<br />

There are a lot of<br />

people who love<br />

to work outdoors<br />

but cannot<br />

handle the weight<br />

and the regular<br />

bending involved<br />

in the harvest.<br />

fruit catcher on the e-Bin. A<br />

net cushions and secures the<br />

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 11<br />

fruit, before it rolls down and<br />

comes to rest in the main bin.<br />

The e-Bin human assisted<br />

harvesting project has been<br />

a collaboration with Zespri,<br />

the project sponsor. It has<br />

also involved students and<br />

academics from the School<br />

of Engineering and industry<br />

experts.<br />

Zespri Innovation Leader<br />

of Orchard Technology Peter<br />

McHannigan says there’s<br />

potential to solve many issues<br />

with assisted robotics but they<br />

must make commercial sense.<br />

“Through this project we are<br />

looking at the total financial<br />

cost-benefit assessment.”<br />

Garcia Contracting<br />

managing director Luciano<br />

Garcia says increasing the<br />

labour pool has to be the<br />

most important goal for this<br />

project.<br />

“There are a lot of people<br />

who love to work outdoors but<br />

cannot handle the weight and<br />

the regular bending involved<br />

in the harvest.”<br />

Mr Pickering says the<br />

e-Bin has been put to the<br />

test, first with 3D printed<br />

fruit and then out in the field,<br />

with researchers looking<br />

at a number of factors<br />

including productivity and<br />

fruit damage. The results<br />

are promising in terms of<br />

the e-Bin’s ability to reduce<br />

fatigue and safely operate in<br />

an orchard environment.<br />

“It’s a basic concept and<br />

it links the desirability,<br />

financial feasibility and<br />

practicality in a very simple<br />

solution really – as all we<br />

have done is removed the<br />

weight.”<br />

He says the e-Bin will be<br />

validated in trial work this<br />

coming season and likely<br />

commercialised soon after.<br />



Mike Neale, Managing Director, NAI Harcourts Hamilton<br />

Why Is My Building Still<br />

Vacant ? – what you can do to<br />

change that<br />

As we head into <strong>2023</strong> and you have<br />

a vacant building / tenancy, or are<br />

likely to, as vacancy rates show<br />

signs of increasing, the question invariably<br />

reverts to what Landlords need to do to<br />

improve their chances of re-leasing their<br />

spaces.<br />

The old school of thought from Landlords<br />

was “bring me a tenant and I will<br />

do whatever they want” – to be clear, we<br />

have moved on from that. Matt Stark of<br />

Stark Property was the first of any significance<br />

to just get stuck in, visually improving<br />

the external appearance and internally<br />

the functionality and quality of the spaces.<br />

“If you build it, they will come”<br />

- Field of Dreams<br />

Any good commercial agent should<br />

be able to guide you through what Tenants<br />

are currently requiring or any works<br />

that should be completed to attract Tenants.<br />

Every property will be different, often<br />

dependant on the type or quality of Tenant<br />

you are looking to attract. First impressions<br />

can often be the final impression that Tenants<br />

make – you only get one chance to<br />

impress a Tenant.<br />

External Check List – the visual<br />

appearance:<br />

• Ensure gardens are maintained, weeds<br />

are sprayed, old plants are replaced, the<br />

landscaping enhances the property<br />

• Does the building need external maintenance<br />

or an upgrade, cleaning, repainting,<br />

upgrade of features or colours?<br />

• Are there potholes, water damage/leaks,<br />

gutters cleared, do the windows need<br />

cleaning or car parks remarked?<br />

• Has the previous Tenant’s signage been<br />

removed and made-good?<br />

• Are there too many ‘For Lease’ signs on<br />

the property and does this detract from<br />

the message you are looking to portray?<br />

Too many signs can suggest that the<br />

Landlord is desperate<br />

Internal Check List – functionality<br />

and quality of the work<br />

environment<br />

• Ensure there are no roof leaks and that<br />

stained ceiling tiles are replaced<br />

• If the floor coverings need an upgrade<br />

or replacement, then get on to it. Carpet<br />

tiles allow for the future removal/addition<br />

of walls and partitions, as well as a<br />

method of upgrading worn areas<br />

• Are the walls clean and tidy, do they need<br />

repainting?<br />

• Are there lights not working, should the<br />

lighting be upgraded to LED, should the<br />

ceiling tiles (not necessarily the grid) be<br />

replaced?<br />

• Are the toilet and kitchen areas past their<br />

use-by date, could a shower be added?<br />

• Has rubbish been left in the tenancy,<br />

should you get a commercial cleaner<br />

through?<br />

If I had to say whether the external or<br />

internal appearance is more important initially,<br />

I would almost always suggest the<br />

external appearance. Increasingly prospective<br />

Tenants will undertake drive-by’s in<br />

order to eliminate options - to see whether<br />

they like the location and does the first<br />

impression of the building / tenancy fit with<br />

how they view their business or brand. If<br />

you can gain their attention with the external<br />

appearance, then you have the opportunity<br />

to get them though the building and to<br />

understand what changes they would deem<br />

necessary for their business requirements<br />

– if a Tenant can make the space work, I<br />

always work to get a written offer, at least<br />

then the Landlord has an opportunity to<br />

negotiate a deal, or not.<br />

Buildings with deferred maintenance or<br />

those that are poorly maintained, can give<br />

a strong impression to Tenants – Tenants<br />

are increasingly looking to build long term<br />

relationships with good responsive Landlords.<br />

We have all noticed tenancies that have<br />

remained vacant for extended periods of<br />

time and this will largely come down to 3<br />

factors:<br />

(i) The tenancy does not have the features<br />

that a Tenant is looking for<br />

(ii) The property is poorly maintained,<br />

and this has created an alarm<br />

response from prospective tenants<br />

(iii) (And I hate to be the bearer of bad<br />

news), the rental is too high or the<br />

Landlord is unwilling to work with or<br />

accomodate market expectations in<br />

terms of the rental and/or incentives<br />

or assistance that tenants are seeking.<br />

Make no mistake, while real estate<br />

agents only get paid when a lease or sale is<br />

completed, they are acting as an intermediary,<br />

with the best agents always working in<br />

the interests of their client (the Landlord).<br />

The best agents are always available to<br />

provide advice and guidance to their clients,<br />

fortunately with very few Landlords<br />

now proclaiming to be tone deaf when it<br />

comes to improving a tenancies leasability.<br />

NAI Harcourts Hamilton<br />

Monarch Commercial Ltd MREINZ Licensed<br />

Agent REAA 2008<br />

Cnr Victoria & London Streets, HAMILTON<br />

07 850 5252 | hamilton@naiharcourts.co.nz<br />


12 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

Medium Density<br />

Living in Aotearoa<br />

Can we have more dense, compact cities,<br />

without sacrificing lifestyle or liveability?<br />

As the cities of Aotearoa<br />

grow, many are realising<br />

– just as in other<br />

countries around the world<br />

– that there is a need for our<br />

cities to become more dense.<br />

The market response has<br />

shown increased demand for<br />

inner-city living and medium-density<br />

‘townhouse’ developments,<br />

with approximately<br />

forty percent of new dwelling<br />

consents now for townhouses.<br />

Frustration around loss of<br />

productive land and sprawling,<br />

car-dependent cities recently<br />

led the government to legislate,<br />

directing our larger cities<br />

and urban areas to densify<br />

and increase the number of<br />

multi-storey townhouses and<br />

apartments.<br />

Hamilton City Council is<br />

currently progressing Plan<br />

Change 12, with a view to concentrating<br />

new development<br />

and higher densities in the<br />

places where it makes most<br />

sense, such as near key transport<br />

corridors.<br />

Unfortunately the government<br />

legislation hasn’t provided<br />

much guidance around<br />

how higher density homes<br />

should be built. Attempts to<br />

meet market demand, and<br />

keep prices under control, have<br />

seen developers cut floor areas<br />

and in some cases important<br />

quality-of-life features more<br />

than is ideal.<br />

In exploring medium-density<br />

housing types with clients,<br />

we’ve identified a number of<br />

key considerations. If you<br />

find yourself in the market for<br />

a new townhouse - or have an<br />

interest in their development<br />

- here are a few things worth<br />

keeping in mind:<br />

Bigger is not necessarily<br />

better.<br />

The number of bedrooms<br />

is not necessarily the most<br />

important thing, but rather the<br />

ability to use spaces in multiple<br />

ways. Particularly if you’re<br />

downsizing from a larger family<br />

home, flexibility is crucial,<br />

for example spaces that can<br />

easily convert from an additional<br />

bedroom when needed<br />

to a home office or vice versa.<br />

Likewise often a single garage<br />

is not used for a vehicle but as<br />

the storeroom / gym / hobby<br />

space or washing room, with<br />

the odd night here and there<br />

for overflow guests.<br />

Having said that,<br />

Living spaces are<br />

important.<br />

Living areas, often minimised<br />

in smaller footprints,<br />

are where a little extra space<br />

is most valuable. Ideally there<br />

should be allowance for enough<br />

dining and lounge furniture to<br />

accommodate 2 people per<br />

bedroom. Once again, spaces<br />

that can have multiple uses<br />

make for a more functional<br />

dwelling.<br />

Storage, storage, and<br />

more storage.<br />

One of the most frequently<br />

overlooked or neglected<br />

aspects in a medium- or higher-density<br />

build is sufficient<br />

storage, yet this is important<br />

for even the most minimalist<br />

of occupants. Children often<br />

come with additional things to<br />

store (think push chairs, highchairs,<br />

cots, bikes etc.). As does<br />

working or studying from home<br />

where space to work or to pack<br />

equipment away is necessary to<br />

avoid permanently sacrificing<br />

the kitchen table. Pull down<br />

attic stairs and a lined storage<br />

space in the ceiling is a great<br />

way to add some much-needed<br />

flexibility to a design without<br />

increasing the floor area.<br />

Access to Transportation.<br />

Individual needs and preferences<br />

vary, however being<br />

in close proximity to public<br />

transport routes at least provides<br />

the option of alternative<br />

modes of transport. Likewise<br />

if you’re fortunate to be able to<br />

buy within walking distance of<br />

your workplace. Particularly if<br />

you’re downsizing, making do<br />

with one vehicle for the household<br />

instead of two may be an<br />

advantage, and may enable the<br />

repurposing of some garage<br />

space for storage or another<br />

use. And of course you’ll feel<br />

better about yourself by doing<br />

your bit for the planet, not to<br />

mention your physical and<br />

mental health.<br />

Access to green or<br />

recreational space.<br />

The health benefits of access<br />

to outdoor recreational spaces<br />

are fairly well understood to be<br />

significant, with links to longer<br />

life expectancy, fewer mental<br />

health problems, improved<br />

cognitive functioning, better<br />

mood and healthier babies,<br />

to name a few. If you’ve had<br />

opportunity to view Hamilton<br />

from above recently, you’d<br />

know that it is in fact quite<br />

green. However, with a smaller<br />

section, considering proximity<br />

to the nearest park becomes<br />

even more important.<br />

Considerations for medium-density<br />

houses based<br />

on the work of my colleague<br />

Andrea Mead.<br />

More specific information<br />

about medium-density housing<br />

can be found in the guide<br />

‘Medium’ by architect Guy<br />

Marriage.<br />

When it comes to<br />

writing, is a bot or<br />

human best?<br />

In the public relations industry, using artificial intelligence<br />

(AI) to develop stories is one of the trends we are watching<br />

with huge interest. Using online bots to do your writing<br />

for you is no longer an unrealistic, sci-fi dream. It is reality<br />

and creative agencies and journalists the world over are<br />

embracing the technology.<br />

If you don’t know what I’m<br />

talking about, there are<br />

apps you can use that scour<br />

the internet and write stories<br />

on your chosen topic. Think<br />

that the writing can’t possibly<br />

be ‘that good’? Well, think<br />

again – it is pretty impressive.<br />

If you want to have a go, try<br />

this free app: https://chat.openai.com/chat.<br />

You simply type<br />

in a question and the bot will<br />

write an entire – very intelligent<br />

sounding – article about<br />

the topic. The technology<br />

trolls the internet to find information<br />

and puts it together<br />

into a logical story format. I<br />

would challenge anyone to distinguish<br />

between human and<br />

bot authors with most of the<br />

articles produced.<br />

If you are the parent of a<br />

high school or university student,<br />

I imagine many of your<br />

children are using this sort of<br />

technology already to write<br />

assignments, essays and do<br />

research. It’s one thing to do<br />

some Googling to find answers<br />

to questions, but a whole other<br />

ballgame to have a bot do your<br />

homework for you!<br />

On the professional side of<br />

things, I’ve seen articles about<br />

how content agencies are using<br />

this technology. And I’ve seen<br />

journalists talk about using AI<br />

to help them write news articles.<br />

Here’s an entire story in<br />

The Guardian written by a bot<br />

- shorturl.at/vyQ49.<br />

While the use of bots to<br />

write articles brings up some<br />

ethical issues for me personally<br />

and concerns around plagiarism<br />

and accuracy, it certainly<br />

looks like the technology is<br />

here to stay. That means, as a<br />

communications professional,<br />

it is important for me and my<br />

team to set boundaries around<br />

its use.<br />

We certainly would never<br />

use an AI app to write something<br />

and pass it off as our<br />

own. And if we ever decide to<br />

use AI to help with background<br />

research or thought-starters on<br />

a client story or project, we will<br />

declare that to a client. Honesty,<br />

transparency and ethical<br />

practice will always come to<br />

the fore for us.<br />

You may also ask, “Heather,<br />

are bots going to write you out<br />

of a job?” Check back with<br />

me in five years’ time, but I<br />

can pretty confidently say no.<br />

That’s because my team and I<br />

are in the business of helping<br />

organisations build reputation<br />

and relationships using strategic<br />

communication. And<br />

achieving goals in this space<br />

requires a human touch.<br />

While on the surface, using<br />

AI for your writing tasks might<br />

look like the easy and cheap<br />

option, I believe that when it<br />

comes to purposeful writing,<br />

you still need a human. Here<br />

are three reasons why:<br />

Context<br />

Sure, you can get a bot to<br />

write a factual article on “how<br />

to become a CEO” (yes, you literally<br />

can). But you won’t get<br />

context. Does geography matter?<br />

Is it different in different<br />

industries? Does gender matter?<br />

Does personality come<br />

into play? Does your approach<br />

need to change depending<br />

on age and stage of career?<br />

Does the change in leadership<br />

requirements post-pandemic<br />

come into play?<br />

A human will always offer<br />

the benefit of taking a step<br />

back, assessing the environment<br />

and writing an article<br />

that takes into account the<br />

context of the day. This is what<br />

makes something worth reading<br />

for the people you are trying<br />

to impact.<br />

Connection<br />

While a bot can give you<br />

some facts on a topic, the best<br />

writing makes a human connection.<br />

To change perceptions,<br />

gain cut-through, create<br />

impact or persuade, the<br />

PR AND<br />



Heather Claycomb is director<br />

of HMC, a Hamilton-based,<br />

very best way to achieve these<br />

communications goals is to tell<br />

personal people stories that<br />

connect an audience with the<br />

author’s subject.<br />

In my lifetime, will a robot<br />

be able to make a human connection?<br />

I suppose, never say<br />

never! But for now, you need<br />

a human behind the keypad<br />

to create a true emotional connection<br />

that resonates.<br />

Caution<br />

award-winning public<br />

relations agency.<br />

Let’s say you throw caution<br />

to the wind and get a bot<br />

to write your website blog stories,<br />

social media posts and<br />

media releases without a filter.<br />

My prediction: it would only<br />

be a matter of time until you<br />

are caught out by your audience.<br />

How are you checking<br />

facts? Where has this information<br />

come from? Are you plagiarising<br />

a competitor? Have<br />

you taken into account current<br />

events?<br />

Only a human can continually<br />

assess and scan the<br />

environment in which you are<br />

communicating to determine<br />

how something will land with<br />

an audience, and what needs<br />

to be changed in order to not<br />

to offend, anger or annoy. And<br />

that is an incredibly important<br />

skill when it comes to protecting<br />

your reputation and<br />

relationships.<br />

One thing is clear: the<br />

use of AI in the writing field<br />

is emerging but growing at<br />

a rapid pace. My advice is to<br />

pressure test what you read<br />

and when developing your own<br />

writing and content, opt for a<br />

human. It’s the safest, most<br />

ethical solution.

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 13<br />

Artificial Intelligence<br />

as smart as a lawyer,<br />

struggles with<br />

basic facts<br />

A chatbot built by Artificial Intelligence<br />

(AI) company OpenAI is as smart as a<br />

high court lawyer.<br />

AI research and development<br />

company<br />

OpenAI’s chatbot<br />

trailed humans by 17 per<br />

cent in the Bar Exam set by<br />

researchers from Chicago<br />

Kent College of Law, Bucerius<br />

Law School in Hamburg, and<br />

the Stanford Center for Legal<br />

Informatics.<br />

Researchers believe the<br />

next version of ChatGPT<br />

(Generative Pre-trained<br />

Transformer), version 4 due<br />

for release this year, will surpass<br />

its performance.<br />

Version 3.5 exceeded<br />

expectations and scored passing<br />

grades in the Torts and<br />

Evidence categories.<br />

We asked ChatGPT to<br />

write an editorial about itself<br />

for the Tech Talk Column of<br />

<strong>Waikato</strong> <strong>Business</strong> <strong>News</strong>.<br />

This is what it produced:<br />

“ChatGPT is a powerful language<br />

generation model that<br />

has the ability to understand<br />

and respond to natural language<br />

input. Developed by<br />

OpenAI, this AI model is<br />

trained on a massive amount<br />

of data and can generate<br />

human-like text in a wide<br />

range of contexts.<br />

“In recent years, ChatGPT<br />

has been used in various<br />

applications such as chatbots,<br />

virtual assistants, and automated<br />

content generation.<br />

The technology has the potential<br />

to revolutionize the way<br />

we interact with machines<br />

and automate repetitive<br />

tasks.<br />

“One of the most striking<br />

features of ChatGPT is its<br />

ability to understand context<br />

and generate text that<br />

is appropriate for the given<br />

situation. This makes it an<br />

ideal tool for businesses that<br />

need to communicate with<br />

customers in a natural and<br />

AI has come a<br />

long way in the<br />

last year, but<br />

still has a long<br />

way to go<br />

human-like way. For example,<br />

a customer service chatbot<br />

powered by ChatGPT can<br />

provide personalized support<br />

and assistance to customers,<br />

thus reducing the need<br />



Chris is communications<br />

manager at <strong>Waikato</strong> software<br />

specialist Company-X and a<br />

historian.<br />

for human customer service<br />

representatives.<br />

“Another potential application<br />

of ChatGPT is in content<br />

creation. The model can<br />

be trained to write articles,<br />

blog posts, and other types of<br />

content in a specific style and<br />

tone, which can save businesses<br />

a significant amount<br />

of time and resources. This<br />

is especially important in<br />

today's fast-paced digital<br />

world where keeping up with<br />

the latest trends and providing<br />

fresh content is essential<br />

to maintaining a strong<br />

online presence.<br />

“However, it's important<br />

to note that ChatGPT is not<br />

a substitute for human creativity<br />

and critical thinking.<br />

The AI model can generate<br />

text based on the data it has<br />

been trained on, but it is not<br />

capable of original thinking<br />

or understanding complex<br />

ideas and emotions. Therefore,<br />

while ChatGPT can be a<br />

valuable tool for businesses,<br />

it should be used in conjunction<br />

with human expertise<br />

and oversight.<br />

“In conclusion, ChatGPT<br />

is a cutting-edge AI technology<br />

that has the potential<br />

to transform the way businesses<br />

interact with customers<br />

and create content. While<br />

the technology is still in its<br />

infancy, it holds great promise<br />

and businesses should<br />

explore how they can incorporate<br />

it into their operations.”<br />

Impressive, and extremely<br />

useful.<br />

Less impressive is<br />

ChatGPT’s ability to deliver<br />

simple facts. A four-paragraph<br />

history of Appuldurcombe<br />

House, Isle of Wight,<br />

contained no less than five<br />

factual errors. When questioned<br />

about the errors by a<br />

subject matter expert, it was<br />

able to correct them.<br />

AI has come a long way in<br />

the last year, but still has a<br />

long way to go.<br />

Dear Prime Minister<br />

Hipkins…<br />

Congratulations on your promotion, and for this timely<br />

opportunity to contribute our 30+ years of experience in<br />

New Zealand immigration work to help inform your thinking<br />

about your approach to the immigration portfolio.<br />

Historically the immigration portfolio<br />

was seen as somewhat of a<br />

poisoned chalice, and it was not<br />

until the first John Key government in<br />

2008 that this approach changed, and<br />

immigration began to be viewed more as<br />

an economic tool rather than just a means<br />

to protect New Zealand jobs. The immigration<br />

portfolio has since developed into one<br />

of significant strategic importance which<br />

influences many aspects of New Zealand<br />

society, workforce and the economy. Immigration<br />

is now a key Government portfolio.<br />

Looking at the big picture.<br />

New Zealand should not rest on its<br />

laurels and expect that it continues to be one<br />

of the most desired migrant destinations, as<br />

it is not, and we are trending backwards. In<br />

fact, we will be doing well just to hold onto<br />

the new migrants that we do initially attract<br />

to this country.<br />

We are an aging population and, by<br />

2028, 1 in every 5 people will be 65+ years.<br />

Our birth rate of 1.6 children is well below<br />

the replacement rate of 2.1. Our rural<br />

townships are losing infrastructure and<br />

services, and while our schools need more<br />

teachers now, in a few years’ time school<br />

rolls will be declining and these teachers<br />

will need to find other jobs or go overseas.<br />

Family and lifestyle have always been<br />

the main reasons migrants choose New<br />

Zealand. However, these alone may not be<br />

sufficient to attract and retain the people<br />

and skills our country needs to maintain<br />

our living standards, let alone to grow. We<br />

need younger people who can contribute<br />

more, and for longer, to New Zealand.<br />

New Zealand must attract the migrants<br />

it wants, and needs, in an increasingly<br />

competitive and dynamic international<br />

market, and one where people can now<br />

work-from-home anywhere in the world. We<br />

no longer enjoy the competitive advantages<br />

Level 2<br />

586 Victoria Street<br />

Hamilton 3204<br />

Level 2<br />

586 Victoria Street<br />

Level 3<br />

50 Manners Street<br />

Wellington 6011<br />

07 834 9222<br />

enquiries@pathwaysnz.com<br />

pathwaysnz.com<br />

we once had, but one thing within our<br />

control is to make the immigration process<br />

easier and quicker, and world-leading,<br />

and to promote “the visa process” as one<br />

reason to choose New Zealand. Online<br />

visa applications, and the move to more<br />

automated assessment processes, will help<br />

but there is a very long way to go.<br />

One area which would help is for the<br />

Government to engage in more robust<br />

and well-planned policy settings, and to<br />

pressure-test such settings before these<br />

are implemented. It is acknowledged that<br />

policies have been necessarily “reactive”<br />

over the past 3 years but there have been too<br />

many instances of back-tracking of newly<br />

introduced policies when better planning<br />

and consultation would “get-it-right-firsttime”.<br />

The new Active Investor Policy<br />

should be first on the chopping block!<br />

We also need forward looking policies<br />

which are fit-for-purpose in today’s world.<br />

Policies which focus on enabling the most<br />

desirable migrants the opportunity to<br />

experience New Zealand and, if they choose<br />

to stay, then great. We should not demand<br />

that these people commit indefinitely to<br />

stay.<br />

The Productivity Commission report<br />

into immigration recommended a<br />

Government Policy Statement to set a clear<br />

strategic direction for immigration policy.<br />

This would be a good start and provide<br />

some overriding guidance (ideology!) to<br />

inform policy settings with a focus on what<br />

immigration can deliver for the good of<br />

New Zealand in the longer term.<br />

What about a work-from-homein-NZ<br />

visa? People could live in New<br />

Zealand and work anywhere in the<br />

world, now that would really put<br />

New Zealand on the map! Yes - Prime<br />

Minister!<br />

Level 3<br />

50 Manners Street

14 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

Gallagher women recognised for creativity<br />

and leadership at Women in Security Awards<br />

Gallagher women are leading the way<br />

with lead engineer Kirsten Nel and<br />

chief product officer Meredith Palmer<br />

recognised by Women in Security<br />

Awards Aotearoa (WiSAA) for their<br />

outstanding contributions to the<br />

security industry.<br />

Engineering award<br />

recipient Kirsten was<br />

recognised for her<br />

response to the worldwide<br />

component shortage. When<br />

supply chain disruptions<br />

affected the security industry,<br />

Kristen was tasked with<br />

steering her team through<br />

re-engineering multiple<br />

product lines to use components<br />

that were able to be<br />

sourced. This was a hugely<br />

challenging time when the<br />

impacts on manufacturing<br />

and supply of security hardware<br />

were quite literally<br />

putting the lives of people at<br />

risk. Working with a wider<br />

team under intense time<br />

restraints, Kirsten’s team<br />

was able to meet increased<br />

demand, attract new and<br />

significant partnerships, and<br />

prevent dangerous safety<br />

disruptions for people around<br />

the world.<br />

“I would love to be that<br />

initial spark for someone<br />

else and to encourage others<br />

to find their passion within<br />

the electronics or engineering<br />

industry,” Kirsten says.<br />

“I regularly visit high schools<br />

to talk to students about<br />

Gallagher, electronics, and<br />

engineering in general. I particularly<br />

like to show others<br />

that even though this is a<br />

heavily male dominated field,<br />

women can succeed and excel<br />

within the industry. There<br />

are no limits on what we can<br />

achieve.”<br />

Executive award winner<br />

Meredith was recognised for<br />

her exceptional leadership<br />

skills during a time of transition<br />

within Gallagher, where<br />

the business identified the<br />

need for a major transformation<br />

to enable future scale<br />

aligned with growth plans.<br />

Rising in the ranks from<br />

a team lead to chief product<br />

officer in record time,<br />

Meredith played a critical<br />

part in directing Gallagher’s<br />

ambition toward becoming<br />

an adaptive, collaborative<br />

and customer-centric team.<br />

Through strategic planning,<br />

talent development and cultivating<br />

an environment that<br />

values open dialogue, she has<br />

laid the groundwork for Gallagher’s<br />

future growth and<br />

achievements.<br />

Meredith believes that as<br />

a leader, actions speak louder<br />

than words. “Every interaction<br />

throughout the organisation<br />

is important. If I can<br />

have a positive impact on<br />

even one person, no matter<br />

who it is or where they are<br />

in the organisation, that is a<br />

good outcome.”<br />

Women in Security<br />

Awards Aotearoa was created<br />

by The New Zealand<br />

Security Sector Network<br />

(NZSSN), Women in Security<br />

& Resilience Alliance (WISE-<br />

CRA), and Defsec New Zealand<br />

to honour exceptional<br />

women making advancements<br />

in the security industry.<br />

This year’s judging panel<br />

included Dr Bridgette Sullivan-Taylor,<br />

Jennie Vickers,<br />

and Ngaire Kelaher CPP PSP.<br />

Director personal liability more<br />

acute as tough times bite business<br />

In the current economic<br />

environment, many companies<br />

are going to be facing<br />

situations where solvency is at<br />

risk or where there is a need to<br />

incur obligations to stay alive.<br />

Company directors must be<br />

ultra-vigilant when it comes to<br />

their directors’ duties. Incurring<br />

obligations on behalf of<br />

the company, failing to act in<br />

the company’s best interests or<br />

failing to spot financial trouble<br />

in an organisation early and<br />

being slow to mitigate risks<br />

can all increase a director’s<br />

personal risk.<br />

This is the key message<br />

from Wayne Hofer and<br />

Andrew Grenfell on a recent<br />

episode of the Tompkins Wake<br />

podcast. Each share their deep<br />

understanding of directors’<br />

responsibilities and liabilities<br />

under the Companies Act and<br />

how to minimise personal risk.<br />

Wayne is a partner, and<br />

Wayne Hofer<br />

commercial litigation and<br />

insolvency lawyer at Tompkins<br />

Wake, while Andrew has<br />

over 17 years of corporate<br />

turnaround, restructuring and<br />

insolvency experience with<br />

McGrathNicol.<br />

Freedom vs Responsibility<br />

The very structure of companies<br />

in New Zealand gives<br />

directors the freedom to take<br />

business risks, not only for the<br />

benefit of their company but<br />

for the economy as a whole.<br />

That freedom is offset<br />

with the obligation to act with<br />

integrity. Risks must be taken<br />

within the framework of a full<br />

knowledge of the situation in<br />

which the company is trading.<br />

As Andrew explains, there is a<br />

degree of nuance in assigning<br />

responsibility.<br />

“The courts are clear that<br />

it's not about bad business<br />

judgment per se. Directors can<br />

act with integrity and still get<br />

things wrong. Directors come<br />

under scrutiny when they<br />

ignore red flags and continue<br />

trading recklessly.<br />

“I've been involved in cases<br />

where board reports clearly<br />

showed that the directors<br />

were fully cognizant of the<br />

financial trouble the company<br />

was in but continued to incur<br />

obligations on behalf of the<br />

company.<br />

“When you've chewed<br />

through your own equity and<br />

are putting creditors’ capital<br />

at risk, that's when a liquidator<br />

will be very interested at<br />

looking into the actions of the<br />

directors,” Andrew says.<br />

Ignorance doesn’t wash<br />

In tough economic times,<br />

the obligations and duties of<br />

a director are more acute. The<br />

onus is on directors to actively<br />

seek out relevant information<br />

and courts no longer accept<br />

claims of ignorance as an<br />

acceptable defence. Wayne<br />

outlines the new landscape.<br />

“Insofar as solvency is concerned,<br />

the days of a director<br />

saying ‘I didn't know the company<br />

was in such a bad situation’<br />

are gone. Courts assess<br />

situations based on what<br />

directors could reasonably<br />

have known and should have<br />

known.<br />

“Directors are obliged to<br />

be fully aware of the company’s<br />

situation, perhaps not on<br />

a daily basis, but frequently<br />

enough to know how the business<br />

is doing. If cashflow is<br />

becoming an issue, it is the job<br />

of directors to dive deeper into<br />

their obligations,” Wayne says.<br />

Act sooner than later<br />

The sooner directors spot<br />

reg flags and act, the greater<br />

the options available to them<br />

to find effective solutions.<br />

Andrew cites a case that came<br />

across his desk during the<br />

Covid pandemic.<br />

“I was brought into a situation<br />

which was the result of<br />

the vaccine mandates. When<br />

the mandates hit, the company<br />

was faced with an overnight<br />

reduction in workforce. As a<br />

result, they didn't have staff to<br />

do the work, which resulted in<br />

a sudden drop in income.<br />

“When the directors realised<br />

the company wouldn’t<br />

have money to meet its debts,<br />

they immediately came to<br />

speak to us. Because they<br />

consulted with us early in the<br />

piece, there were options we<br />

could employ to help them<br />

trade through,” he explains.<br />

Incurring obligations<br />

Certain companies will also<br />

look to trade out of a rough<br />

patch which may include<br />

incurring liabilities.<br />

“In the simplest terms,<br />

directors must ensure they<br />

don't illegitimately incur an<br />

obligation that the company<br />

can't achieve in the future. The<br />

role of a director is not to avoid<br />

risks, but it’s making sure the<br />

risks they take are reasonable<br />

in the circumstances,” Wayne<br />

says.<br />

Mechanisms and options<br />

When turnaround experts<br />

are called upon for help, they<br />

have a responsibility to ask:<br />

Is there a path out of this that<br />

can be reasonably relied upon?<br />

In Andrew’s experience, the<br />

answer is often yes.<br />

“There are mechanisms<br />

we can use to help businesses<br />

come back from the brink.<br />

We can help them make compromises<br />

with landlords<br />

and suppliers. We might use<br />

Andrew Grenfell<br />

structuring techniques to<br />

allow a company to continue<br />

to trade if the underlying business<br />

is viable.<br />

“There are situations<br />

whereby you can continue to<br />

trade at the behest of your<br />

creditors. In that situation,<br />

it is critical creditors become<br />

part of the decision-making<br />

process, to agree or disagree<br />

to a proposed plan of action.<br />

With creditors onboard, a<br />

company can work its way<br />

through the risk.<br />

“If directors want to keep<br />

themselves safe and build<br />

resilience into their business,<br />

they should consult advisors<br />

as soon as things look shaky.<br />

Expert counsel at the appropriate<br />

time will assist them<br />

in determining the best way<br />

through,” Andrew says.<br />

To listen to this episode of<br />

Off The Clock visit: https://<br />

info.tompkinswake.co.nz/<br />


WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 15<br />

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16 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

Entry level homes attract growing interest, first<br />

home buyers and investors see opportunity<br />

Interest in entry level homes in the<br />

$500,000 to $600,000 price bracket<br />

is leading activity in the Hamilton<br />

property market, with transactions in<br />

this range accounting for 20% of total<br />

sales by Hamilton real estate agency<br />

Lodge Real Estate.<br />

Lodge Real Estate<br />

managing director<br />

Jeremy O’Rourke says<br />

this is a marked increase from<br />

the 10-12% of the market this<br />

price bracket usually accounts<br />

for, and is due to a significant<br />

rise in first home buyer and<br />

investor activity.<br />

“There’s really strong<br />

interest in the market from<br />

both of these buyer profiles,<br />

and they’re not just looking;<br />

they’re ready to transact. With<br />

the median price pulling back,<br />

first home buyers and investors<br />

are seeing the opportunity and<br />

taking it with both hands,”<br />

Jeremy says.<br />

“This has already been<br />

demonstrated by the uptick<br />

we’ve seen in open home<br />

attendance for late <strong>January</strong>,<br />

with the number of people<br />

attending up 40% compared<br />

to early December, as buyers<br />

return from their summer<br />

holidays ready to set up their<br />

new home for <strong>2023</strong>.”<br />

He says this movement<br />

is crucial for the rest of the<br />

market, as first home buyers<br />

release first home sellers<br />

further up the ladder to<br />

upgrade and buy their next<br />

home.<br />

“It would have been a<br />

challenge to find a decent<br />

property in the $500,000 -<br />

$600,000 bracket 18 months<br />

ago, but with the considerable<br />

price adjustments buyers have<br />

recognised that they can now<br />

find good value in this segment<br />

of the market.”<br />

Renewed interest from<br />

investors is being driven by<br />

high rental demand across<br />

Hamilton, with only 30<br />

available properties out of a<br />

total of over 3700 properties<br />

under management at Lodge<br />

City Rentals.<br />

National rental prices<br />

have increased 4.4% in the 12<br />

months to December 2022<br />

as measured by Statistics NZ,<br />

with Hamilton rents following<br />

a similar upward trend.<br />

“Lodge City Rentals had its<br />

biggest leasing month in our<br />

40 year history in December.<br />

The team signed 175 tenancies.<br />

Thirty eight percent (38%) of<br />

those tenancies were people<br />

coming from outside the city<br />

and looking to rent before<br />

potentially buying property.<br />

Investors are seeing this<br />

pressure on rents, and thinking<br />

they can buy ahead of the<br />

market.<br />

“With both investors and<br />

first home buyers active,<br />

we could find competition<br />

ramps up, as the stock in the<br />

$500,000 to $600,000 price<br />

bracket gets snapped up within<br />

the next few months.”<br />

He says interest rates<br />

continue to be a key factor in<br />

buyers’ urgency, with the fear<br />

of missing out on an achievable<br />

rate top-of-mind. Even with<br />

ANZ cutting its home loan<br />

rates by 55 basis points<br />

effective from 2 <strong>February</strong>, after<br />

the news that unemployment<br />

rose to 3.4%, Jeremy says<br />

it’s still hard to predict how<br />

interest rates and inflation will<br />

track over the next 12 months.<br />

Looking to the year ahead,<br />

Jeremy says most factors point<br />

to the Hamilton market picking<br />

up because city growth and<br />

pressure on accommodation<br />

is not slowing. More people<br />

are seeing Hamilton as a<br />

great lifestyle choice, with<br />

major events such as the FIFA<br />

Women’s World Cup set to<br />

invigorate the city.<br />

“With the amount of new<br />

interest in the market, and<br />

buyers ready to transact,<br />

motivated vendors ready<br />

to fund a strong marketing<br />

campaign and price their<br />

home to the market should see<br />

results.<br />

“While the election later<br />

in the year may prove to be a<br />

point of distraction, we see<br />

the positive signals for <strong>2023</strong><br />

balancing its impact.”<br />

Ventia to partner with WEL Networks across<br />

<strong>Waikato</strong> electricity network<br />

Wa ikato-based<br />

electricity provider<br />

WEL Networks has<br />

awarded a contract to Ventia to<br />

undertake a range of services<br />

across their network in the<br />

<strong>Waikato</strong>.<br />

Kicking off in April <strong>2023</strong>, the<br />

scope of the work will involve<br />

the design, procurement,<br />

construction, installation<br />

and commissioning of new<br />

electricity infrastructure across<br />

their growing network.<br />

WEL Networks connects<br />

more than 96,000 residential<br />

properties, small businesses<br />

and nearly 1,000 commercial<br />

and industrial sites to a power<br />

supply within its network area.<br />

WEL Networks chief<br />

executive Garth Dibley said<br />

WEL was looking forward to<br />

working closely with Ventia,<br />

a company that is well known<br />

for its client focus, passion for<br />

innovation and sustainability.<br />

“It’s great to have Ventia<br />

partnering with us to ensure<br />

we continue providing the high<br />

quality and reliable electricity<br />

network we’re renowned for,”<br />

Dibley said.<br />

“Our partnership is an<br />

excellent fit because like us,<br />

Ventia has a strong track<br />

record and reputation for<br />

helping communities grow and<br />

develop.”<br />

Ventia general manager<br />

electricity and gas Craig<br />

MacDonald said that with more<br />

than 60 years of providing<br />

services to New Zealand’s<br />

electricity industry, Ventia was<br />

pleased to be able to bring its<br />

expertise to WEL as it looks to<br />

develop its network over the<br />

coming decade.<br />

“We bring our capabilities,<br />

scale and a talented and diverse<br />

team to partner long-term<br />

with our clients in the New<br />

Zealand electricity industry,”<br />

MacDonald says.<br />

“We’re excited to<br />

commence this contract with<br />

WEL, a company with a strong<br />

commitment to innovative<br />

and sustainable energy<br />

solutions and supporting the<br />

communities in which they<br />

operate.”<br />

The work will be led by<br />

Ventia project director Karen<br />

Boyes.<br />

“Our teams are excited to<br />

commence this relationship<br />

with WEL Networks and look<br />

forward to supporting the<br />

development of the <strong>Waikato</strong><br />

region,” Boyes says.<br />

Accounted4 wins Xero NZ People’s Choice Award<br />

Accounted4 was<br />

announced the winner<br />

of the Xero NZ People’s<br />

Choice Award at the NZ Xero<br />

awards held in Auckland.<br />

Presented by Xero NZ<br />

country manager Bridget<br />

Snelling, the entrants for<br />

People’s Choice are nominated<br />

by New Zealand’s small<br />

businesses.<br />

‘"Accounted4 received a<br />

huge number of nominations<br />

for going above and beyond<br />

for their clients. Their clients<br />

Accounted4<br />

received a huge<br />

number of<br />

nominations for<br />

going above and<br />

beyond for their<br />

clients.<br />

say they most value their<br />

personable advice, prompt<br />

and honest communication,<br />

and their genuine interest<br />

and care. No problem is too<br />

small, no question too hard<br />

and their business advice is<br />

second to none. Congratulations<br />

Accounted4,” Bridget says.<br />

Accounted4 directors<br />

Martyn Steffert and Kim<br />

Antonio, along with business<br />

manager Christine Stevenson<br />

and client services manager Alex<br />

Davey, accepted the award on<br />

behalf of the Accounted4 team.<br />

Speaking at the awards<br />

ceremony Christine said, “It<br />

is an honour to accept this<br />

award on behalf of our 30<br />

strong Accounted4 team back<br />

in Cambridge. I would like to<br />

thank all clients who nominated<br />

us and importantly thank<br />

our entire team who are so<br />

passionate about Xero that our<br />

clients can’t help but love it.<br />

Thank you Xero for providing<br />

this beautiful software that all of<br />

us love so much!”

Another year, another<br />

marketing rethink?<br />

It’s that time of year again. The navelgazing<br />

time. When you come back from<br />

the break thinking about what you want<br />

from the year ahead for your business.<br />

What will it mean for your marketing?<br />

You’re either facing<br />

<strong>2023</strong> with renewed<br />

vigour and optimism or<br />

with trepidation. Nothing new<br />

there – it’s the cycle of life.<br />

You’re probably thinking<br />

about financial year end and<br />

budgets, whether to reset how<br />

much you allocate to marketing<br />

for <strong>2023</strong>-2024, and where<br />

to focus your energies to reach<br />

some goals.<br />

Repeating the same strategies<br />

as last year for your marketing,<br />

communications and<br />

advertising might be exactly<br />

what your business needs. If<br />

it’s been working, well done!<br />

If it seems right, you’re doing<br />

great. But do you really feel as<br />

certain as you need to?<br />

Assumption is the mother<br />

of all mistakes, they say. So,<br />

even if you feel like you’re on<br />

the right track, take some time<br />

to run a sense check, at very<br />

least, over your plans.<br />

Whether you only spend<br />

a little on your marketing,<br />

or a lot, there are constantly<br />

changing factors around us<br />

that should make us pause and<br />

evaluate.<br />

There are very few businesses<br />

who can ignore the<br />

impact of changing market<br />

conditions. For example, are<br />

supply or delivery issues putting<br />

your prices up, when<br />

customers are watching the<br />

pennies? If so, what is your<br />

marketing doing to keep you<br />

on their want-list? If conditions<br />

are constantly evolving,<br />

your marketing strategy should<br />

reflect the challenges, or at<br />

least be working to weather<br />

them.<br />

Do you know what success<br />

looks like for your marketing<br />

activities? Reviewing your<br />

strategy, you can look at your<br />

measures of success of the previous<br />

year's efforts and identify<br />

areas that you might need to<br />

tackle differently.<br />

How detailed you are about<br />

those measures will vary across<br />

different businesses and scenarios<br />

but it’s sensible to have<br />

some kind of yardstick, however<br />

simple, to reassure yourself<br />

that what you’re doing is<br />

working.<br />

Have you had more press<br />

coverage than previous years?<br />

More online engagement? Can<br />

you see tangible changes in<br />

sales, foot traffic or just general<br />

enquiries? Not every marketing<br />

and comms dollar can be<br />

directly attributed to a specific<br />

sale, but even the most basic<br />

measure that reassures you<br />

you’re on the right track is better<br />

than throwing money into<br />

the marketing abyss and not<br />

knowing if it is doing anything<br />

for you.<br />

As scary as it sometimes<br />

seems, technology is always<br />

advancing rapidly, and new<br />

tools and platforms are constantly<br />

emerging. Adapting<br />

your marketing to embrace<br />

them may not be essential<br />

but, let’s be frank, it probably<br />

is unless you want to get left<br />

behind.<br />

As always, knowing how<br />

your audience engages, or<br />

would engage with new forms<br />

of marketing is the most<br />

important consideration. But<br />

the attitude that you or your<br />

brand holds about being a<br />

leader or a follower is also a<br />

factor.<br />

For example, will you be<br />

leaping into using influencers<br />

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 17<br />



STORY<br />


Vicki Jones is director of<br />

Dugmore Jones, Hamilton-based<br />

brand management consultancy.<br />

vicki@dugmorejones.co.nz<br />

on Instagram, or diving into<br />

GoogleAdwords because everyone<br />

in your industry is doing<br />

it? Or would you be giving it a<br />

go because no-one else in your<br />

sphere is there yet and, if there<br />

are ways you can make it work<br />

with some smart thinking,<br />

you’re prepared to make the<br />

first jump?<br />

Probably the most challenging<br />

for many of us is about<br />

re-evaluating the big-picture<br />

goals. Is your vision for<br />

the future of your business<br />

the same as it was last year?<br />

Whether it is lofty or conservative,<br />

having something to<br />

aim at makes sure we’re pointing<br />

our marketing in the right<br />

direction.<br />

And I’m not just talking<br />

about the kind of things we talk<br />

about in terms of measures, I<br />

mean the single overarching<br />

objective – the ‘why’ as many<br />

call it. It’s harder to set tangible<br />

goals if there’s no clarity<br />

about the ultimate reason for<br />

being of your organisation.<br />

So, even if you feel that<br />

your marketing strategies are<br />

on track, the start of a new year<br />

is always a good time to take<br />

a step back and review your<br />

plans.<br />

It may take only a small<br />

change in direction to make<br />

sure you stay competitive,<br />

adapt to changes in the market<br />

and feel confident that<br />

your investment and approach<br />

really is what your brand needs<br />

to face the year ahead.<br />

Hamilton –<br />

the capital of New Zealand?<br />

Media opinion writers are debating Hamilton’s promotion<br />

to being our capital city.<br />

Christmas and <strong>January</strong><br />

is traditionally a slow<br />

news period, which is<br />

perhaps why the issue was<br />

raised in the first place, but we<br />

can’t let this debate slide past<br />

without notice.<br />

Flattered as we are by the<br />

depth of logic in moving the<br />

capital to Hamilton in a Stuff<br />

article by Charlie Mitchell in<br />

<strong>January</strong> (Why Wellington<br />

should no longer be the capital<br />

of New Zealand), we do not<br />

want the beltway to shift<br />

to our city. A government’s<br />

conservative, constrained and<br />

bureaucratic culture would<br />

ruin the exciting, action<br />

orientated, youthful and lowkey<br />

ethos that are <strong>Waikato</strong><br />

hallmarks.<br />

However, we feel Peter<br />

Dunne’s article What<br />

Wellington needs to do if it<br />

wants to be a credible capital<br />

on <strong>January</strong> 16th, in reply to<br />

Mitchell’s original suggestion,<br />

needs correcting, albeit tongue<br />

in cheek.<br />

Geographic centralisation,<br />

which is central to Dunne’s<br />

argument to keep Wellington<br />

as NZ’s capital does not occur<br />

in other parts of the world.<br />

That theory would see the<br />

capital of the USA somewhere<br />

near the northern Kansas/<br />

Colorado/Nebraska borders,<br />

Canberra would have to move<br />

into the Simpson Desert or<br />

close to Alice Springs (many<br />

in Australia would applaud<br />

that move), the French would<br />

need to shift Paris and the<br />

Eiffel Tower to Clermont-<br />

Ferrand, England would exit<br />

London after a long tortuous<br />

debate and several referenda<br />

with Wales, Northern Ireland<br />

and Scotland. After having a<br />

Brexit what would they call a<br />

shift of the capital city to either<br />

Birmingham or Leicester?<br />

Centralisation as a business<br />

strategy is good for backroom<br />

tasks and often rightly<br />

favoured in times of crisis,<br />

but is a disaster if you have<br />

quality people and opportunity<br />

as it severely curtails their<br />

ability to innovate and secure<br />

new solutions. Centralisation<br />

is usually the hallmark of<br />

an untrusting, dictatorial<br />

or nanny state leader and<br />

invariably chokes innovation<br />

and represses people. Look at<br />

Russia.<br />

When Dunne dredged up “a<br />

city that relishes in the bogan<br />

appellation of the ‘Tron’,” from<br />

a 2011 article, you immediately<br />

knew he was out of touch. A<br />

decade ago, Hamilton shed<br />

this tag, and embarked on a<br />

growth trajectory that has the<br />

potential for it to become New<br />

Zealand’s second largest city.<br />

Let’s face it – the Tron is gone.<br />

Dunne’s article is typical of<br />

what we observe of Wellington<br />

politicians who don’t get out of<br />

the beltway. If he’d come up<br />

here regularly, he would have<br />

seen the growth in Hamilton<br />

and the wider <strong>Waikato</strong>, which<br />

has accelerated especially<br />

By Don Good, CEO of <strong>Waikato</strong><br />

Chamber of Commerce.<br />

along the Expressway.<br />

We have room to grow,<br />

there is no need to squeeze<br />

people in. We have a young<br />

population profile which makes<br />

for a vibrant and growing city.<br />

There is plenty of new housing,<br />

industry that is expanding,<br />

and a growing prosperity in<br />

towns such as Cambridge,<br />

Te Awamutu, Huntly,<br />

Ngaruawahia, Morrinsville,<br />

Te Kauwhata, Raglan, Tirau,<br />

Thames, Coromandel, Tokoroa<br />

and Otorohanga. Aucklanders<br />

already understand this and<br />

are moving to the region. The<br />

<strong>Waikato</strong> Expressway makes it<br />

easier to live in a regional town<br />

and work in Hamilton.<br />

<strong>Business</strong>es are moving here<br />

already. It is great to welcome<br />

Rabobank and ACC who have<br />

seen the light in moving from<br />

Wellington, but we should ask,<br />

“please leave the politicians<br />

behind”.<br />

Connect - Grow - Inspire - Represent

18 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

AHV NZ formally launched<br />

Dairy industry stakeholders attended<br />

the formal launch of AHV NZ at the<br />

end of last year. Since its inception<br />

in <strong>February</strong> 2022, close to 300<br />

dairy farmers in the <strong>Waikato</strong> and<br />

Canterbury have started using AHV<br />

solutions with good success.<br />

Distinguished dairy industry<br />

speakers Sir Henry van der<br />

Heyden and Jeremy Hill in<br />

his capacity as Adjunct Professor<br />

at the Riddet Institute<br />

at Massey University shared<br />

their views on global dairy<br />

trends. Sir Henry emphasised<br />

the importance of the NZ dairy<br />

industry in feeding the growing<br />

global population and the<br />

need for more milk from New<br />

Zealand as we can produce it<br />

sustainably. Science and technology<br />

are key to enabling<br />

the NZ dairy sector to adapt<br />

to changing consumer needs<br />

and climate change. Prof Hill<br />

shared data generated from the<br />

Delta model that the Riddet’s<br />

Sustainable Nutrition Initiative<br />

have developed to evaluate<br />

what role different foods play<br />

in global nutrition. Prof Hill<br />

used the model to explain the<br />

global contribution of dairy to<br />

26 out of the 29 essential nutrients<br />

in the model and what role<br />

dairy plays in the environmental<br />

greenhouse gas footprint in<br />

New Zealand from a consumer<br />

and producer perspective (only<br />

1%). This model is being used<br />

to advise governments and policy<br />

makers around the globe<br />

and why more efficient food<br />

production including efficient<br />

dairy cows is needed in order to<br />

meet global nutritional needs.<br />

AHV introduced its full-service<br />

concept to New Zealand<br />

earlier this year, built to properly<br />

guide and support dairy<br />

farmers in their transition to<br />

its innovative solutions, which<br />

are developed with the science<br />

of quorum sensing (QS). These<br />

solutions focus on the biochemical<br />

communication between<br />

selected bacteria (i.e., quorum<br />

sensing). By inactivating their<br />

QS, we can eradicate biofilms,<br />

and the immune system of the<br />

animals is supported in a natural<br />

and effective way. AHV’s<br />

solutions fit very well with the<br />

global trends and needs, as they<br />

are there to proactively improve<br />

the longevity and productivity<br />

of dairy cows through optimized<br />

health.<br />

“We are proud of and thank<br />

our early adopting customers<br />

who are the trail blazers of the<br />

NZ dairy industry. Our team<br />

has grown to six territory managers<br />

and we are recruiting<br />

to expand geographically into<br />

other parts of New Zealand,”<br />

AHV New Zealand managing<br />

director Janneke van Wagtendonk<br />

says.<br />

“Our customer journey<br />

starts with prioritizing cows<br />

through (herd test) data analysis,<br />

for our AHV udder, energy<br />

or fertility solutions. Once customers<br />

get good results with<br />

individual cows, we aim to support<br />

the entire herd to improve<br />

longevity and productivity<br />

through optimized health. We<br />

stay close to customers and<br />

provide expert advice until<br />

farmers feel comfortable with<br />

our new AHV concept, and<br />

we aim to keep empowering<br />

farmers to use our new and<br />

innovative tools. AHV NZ have<br />

proven the QS solutions work<br />

equally well in New Zealand, as<br />

advice is adapted and adopted<br />

to suit the NZ market. We are<br />

looking forward to continue<br />

our partnership with NZ dairy<br />

farmers in <strong>2023</strong>.”<br />

Animal Health Vision<br />

AHV International was<br />

founded in 2014 by a team<br />

of Dutch veterinarians and<br />

researchers. Its mission is to<br />

empower farmers worldwide<br />

through innovation in animal<br />

health, applied in sustainable<br />

solutions and value-added<br />

advisory service. This way, the<br />

farming community is supported<br />

to take (proactive) control<br />

over their animal health<br />

Janneke van Wagtendonk<br />

and business results, and to<br />

improve the efficiency, social<br />

welfare, and environmental<br />

management of their farms.<br />

The AHV portfolios include<br />

key solutions in the form of<br />

mainly feed supplements that<br />

support uterine health and<br />

udder health for optimal fertility,<br />

production, and longevity.<br />

As AHV work from the animal’s<br />

life cycle, they also offer solutions<br />

for optimal calving and<br />

transition, energy and digestive<br />

management, calf rearing<br />

and young stock health, among<br />

others.<br />

$37 million funding to improve<br />

Hamilton travel options<br />

A<br />

$37 million package<br />

of upgrades has been<br />

given the go-ahead to<br />

improve biking, walking and<br />

public transport options in<br />

Hamilton.<br />

Hamilton City Counci formally<br />

approved the Transport<br />

Choices Initiative Funding<br />

Agreement with Waka Kotahi<br />

NZ Transport Agency in which<br />

the transport agency will fund<br />

$33.2 million towards the<br />

proposed 28 climate friendly<br />

transport projects. The council<br />

will contribute $3.8 million to<br />

bring the total package of projects<br />

to $37 million.<br />

Deputy Mayor and Infrastructure<br />

and Transport Committee<br />

chair, Angela O’Leary,<br />

says the funding means the<br />

council can bring forward 28<br />

important transport upgrades.<br />

“This funding will help us<br />

join the dots between more<br />

parts of the city,” O’Leary says.<br />

“The projects are relatively<br />

simple upgrades that will make<br />

a big difference. These projects<br />

will really start to open up the<br />

city.”<br />

The proposed 28 projects,<br />

due to be completed before<br />

June 2024, range from footpath<br />

upgrades to new bike<br />

and walkway connections.<br />

Council’s public transport and<br />

urban mobility manager, Martin<br />

Parkes, says that while the<br />

list of projects looked imposing,<br />

most were relatively small<br />

in scale. “It’s a suite of small to<br />

medium changes that we can<br />

make around the city.”<br />

Parkes says there were<br />

simple “tweaks” that would<br />

enhance existing infrastructure,<br />

such as improving bike<br />

lanes along Killarney Road so<br />

that commuters and students<br />

could connect more easily to<br />

the Western Rail Trail.<br />

“The Western Rail Trail is<br />

an excellent off-road facility<br />

but first you have to get there.<br />

With this funding we can make<br />

it safer for people to bike from<br />

Frankton to the rail trail so<br />

they can get more easily into<br />

town or school,” he says.<br />

One of the larger projects<br />

was a proposal to relocate bus<br />

stops from the Rototuna Shopping<br />

Centre onto Horsham<br />

Downs Road to help improve<br />

the shopping centre amenity<br />

and make the buses easier<br />

to get to. New bus shelters<br />

were proposed to be built on<br />

both sides of the road with a<br />

raised pedestrian crossing for<br />

safer pedestrian access. Public<br />

consultation was due to start<br />

shortly.<br />

Parkes says the proposed<br />

28 projects were at various<br />

stages of development, with<br />

concept designs and project<br />

plans required to be signed off<br />

by elected members through<br />

the Infrastructure Operations<br />

Committee before formal<br />

community engagement.<br />

“The council’s transport<br />

strategy, Access Hamilton:<br />

Ara Kootuitui Kirikiriroa,<br />

clearly shows us what we need<br />

to do to make it safer and more<br />

enjoyable for people to move<br />

around the city. It’s all about<br />

opening up our streets and<br />

helping people get to where<br />

they need to go safely and efficiently,”<br />

O’Leary says.<br />

Waka Kotahi NZ Transport<br />

Agency announced December<br />

last year that Hamilton City<br />

Council would receive a oneoff<br />

grant from the Transport<br />

Choices investment package.<br />

Since then, council and transport<br />

agency staff had been<br />

working to confirm the final<br />

number and budget of projects<br />

that would move forward.<br />

Transport Choices is an<br />

investment package within the<br />

Waka Kotahi Climate Emergency<br />

Response Programme<br />

that supports local councils<br />

to begin immediate work<br />

for reduction of emissions<br />

by developing safer, greener<br />

and healthier travel options.<br />

Transport in Hamilton currently<br />

makes up about 64% of<br />

the city’s total emissions.<br />

Transport Choices funding<br />

is currently indicative until<br />

Waka Kotahi works with councils<br />

to explore how projects<br />

can be progressed in line with<br />

Transport Choices timeframes.<br />

Funding decisions will<br />

be finalised once the project<br />

list and detail are confirmed<br />

between council and Waka<br />

Kotahi.<br />

Proposed projects:<br />

Strategic cycling and<br />

micromobility<br />

• Bader Street connection<br />

to River Path, and<br />

Hospital<br />

• Killarney Road – SH1C<br />

Greenwood Street to<br />

Western Rail Trail<br />

(WRT)<br />

• Gallagher Drive and<br />

Kahikatea Drive<br />

• Heaphy Terrace –<br />

Boundary Road to<br />

Brooklyn Road<br />

• Pedestrian crossing on<br />

Brooklyn Road and cycle<br />

Lane development<br />

• Claudelands Park<br />

Connection<br />

• End of Trip Facilities -<br />

Bike and Scooter Parking<br />

• Frankton East / Lake<br />

Domain to Western Rail<br />

Trail<br />

• Level Crossing – Killarney<br />

Road<br />

• Bike Parklets – Grey<br />

Street, St Andrews<br />

Shops, and Barton Street<br />

• Western Rail Trail<br />

(WRT) to Frankton<br />

Station<br />

• Rifle Range Road -<br />

SH23 (Massey Street)<br />

to Avalon Drive<br />

(SH1C)<br />

• Hall Street/Mill Street<br />

- between Kent Street<br />

and Victoria Street<br />

• Riverlea connections<br />

• Killarney Road –<br />

Queens Avenue to<br />

Western Rail Trail<br />

• Level crossings –<br />

Claudelands East and<br />

Brooklyn Road<br />

Public transport<br />

• Bus shelter<br />

replacements<br />

• Thackeray Street bus<br />

stops<br />

• Hukanui Road bus<br />

stops<br />

• Horsham Downs Road<br />

• Lake Road/Commerce<br />

Street roundabout<br />

• Rotokauri Road / Baverstock<br />

Road bus stop<br />

and accessibility<br />

• Hyde Avenue bus stop<br />

and accessibility<br />

• Pembroke Street bus<br />

stops<br />

• Anglesea Street<br />

(south) bus stop<br />

improvement<br />

Walkable<br />

neighbourhoods<br />

• Tristram Street/Anzac<br />

Parade – walking<br />

and cycling link from<br />

Palmerston to Clarence<br />

Street<br />

• Hayes Paddock –<br />

crossing, bus stop<br />

improvement and<br />

intersection reconstruction.<br />

Bike parking<br />

and local interactive<br />

space.<br />

• River Road footpath<br />

western side –<br />

Kirikiriroa Bridge to<br />

Comries Road

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> F.B HALL & CO 100 YEARS 19<br />

F B Hall & Co celebrate 100 years<br />

After 100 years in the plumbing<br />

business, there will be some<br />

stories to tell about F B Hall & Co.<br />

And the team are hoping<br />

to unblock the memory<br />

pipelines of former<br />

staff and clients, and put<br />

together the recollections of F<br />

B Hall’s past.<br />

“This old Hamilton company<br />

has touched a lot of lives<br />

in its 100 years and I hope the<br />

reach we can achieve these<br />

days, with online communication,<br />

means that people can<br />

send through their stories and<br />

help us to paint the picture of<br />

how F B Hall has impacted the<br />

lives of the people involved,”<br />

shareholder Joe Calkin says.<br />

An email account has been<br />

set up - history@fbhall.co.nz<br />

- and Joe says they would love<br />

to hear from anyone who has a<br />

story to share.<br />

Whilst there are no longer<br />

any descendants of the original<br />

company directors involved,<br />

FB Hall is very much run like a<br />

family business<br />

The current shareholders<br />

Joe Calkin, Mike Wilson, Bruce<br />

Wallace, Jason McLaren, Glen<br />

Mackintosh, Matt Hart and<br />

James Nixon, have a combined<br />

experience of nearly 180 years<br />

in all parts of the trade, they<br />

are a formidable knowledge<br />

bank.<br />

Joining the company in<br />

1996, Joe was a certifying<br />

plumber – gasfitter. Of the current<br />

shareholders, James was<br />

the last to join as an apprentice<br />

in 2004.<br />

‘’Colin Middlemiss and<br />

Wayne Hodgetts, our most<br />

recent retirees, were both on<br />

the cusp of 50 years, in fact<br />

many of the staff and shareholders<br />

have been involved<br />

with the company for 20 plus<br />

years. There are tradesmen<br />

here who spend more ‘quality<br />

time’’ with their leading hand<br />

than their parents, and this<br />

results in a business that feels<br />

like a family,’’ Joe says.<br />

‘’Any companies strength<br />

is its staff, its culture and its<br />

heart, and we enjoy the opportunity<br />

to try and make F B Hall<br />

a supportive happy place.”<br />

Managed by Joe, F B Hall<br />

currently has 49 staff, including<br />

12 apprentices who are<br />

all at various stages of their<br />

apprenticeship.<br />

“We make a commitment to<br />

hire apprentices every year and<br />

build a work force, rather than<br />

trying to buy one,” he says.<br />

The total staff numbers<br />

to pass through FB Hall & Co<br />

Ltd during the 100 years of<br />

business is near impossible to<br />

count, but between the ‘Life<br />

Members’ and those who just<br />

pass through, they could number<br />

well over 1000.<br />

The end of 2015 marked<br />

the end of era with Ken Douglas<br />

retiring from the manager’s<br />

chair and handing over to Joe;<br />

along with Ken and his brother<br />

Colin also a previous shareholder<br />

in the company, the<br />

Douglas name had had a longstanding<br />

association with the<br />

company. Eric Douglas, Ken<br />

and Colin’s father, joined the<br />

company as the ‘after school<br />

boy’ in 1935 and Ken’s retirement<br />

saw an 80-year span of<br />

the Douglas name at F B Hall.<br />

From modest beginnings<br />

in 1923, Mr Frederick Benjamin<br />

Hall, Jack Wainscott and<br />

Frances Lound joined forces<br />

as company directors to supply<br />

plumbing services to Hamilton<br />

and the greater <strong>Waikato</strong>.<br />

Drawing a wage of seven<br />

pounds each a week, the trio<br />

would have been making the<br />

princely sum of $116 in today’s<br />

currency.<br />

The company began life in<br />

Alexandra Street, Hamilton,<br />

and as well as plumbing services<br />

they provided products<br />

for the dairy industry – most<br />

notably the manufacture of<br />

large dairy cylinders.<br />

Plumbing was a different<br />

ball game back then, requiring<br />

a different skill set to that of<br />

today’s plumbers.<br />

Water pipes were run in<br />

galvanized metal with lead<br />

basin connectors, soil and<br />

wastes in either lead or cast<br />

iron, drainage in glazed earthenware<br />

with cement joints, and<br />

excavation done with a team of<br />

drain-layers and labourers.<br />

Transport was by pushbike,<br />

hand cart or, if you were lucky,<br />

a model-T Ford truck.<br />

Fred and his wife Beatrice<br />

Hall were English immigrants;<br />

Fred brought his engineering<br />

and plumbing skills from the<br />

old country which was well<br />

suited to the demands of manufacturing<br />

for the burgeoning<br />

New Zealand dairy industry.<br />

Taking on the role of foreman,<br />

Jack Wainscott was<br />

skilled in working sheet metals<br />

and soldering cream cans<br />

for the Matangi Dairy Factory<br />

Glaxo plant.<br />

It wasn’t all smooth sailing,<br />

the company hit hard times<br />

during the Great Depression of<br />

the 1930s, but the three directors<br />

managed to navigate the<br />

economic turmoil of the time.<br />

By the mid-1930s, things<br />

were looking up and a new<br />

plant was added; including<br />

a lathe costing 21 pound 10<br />

shillings, soldering irons at 1<br />

pound 16 shillings and two ladders<br />

costing 7 pounds.<br />

Such was the work ethic<br />

and the dedication to FB Hall’s<br />

success, the company directors<br />


Please send your stories to history@fbhall.co.nz

20 F.B HALL & CO 100 YEARS WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

worked solidly for 14 years<br />

before finally being allocated<br />

two weeks of holiday each year<br />

in 1937.<br />

By 1939, the company, having<br />

returned to profitability,<br />

included in its assets one Ford<br />

Car (cost 290 pounds), one<br />

Ford Truck (363 pounds), and<br />

one bicycle (4 pounds, 16 shillings,<br />

3 pence).<br />

Not long after, the growth of<br />

the business meant a move to<br />

larger premises growing company<br />

across the road, which<br />

included a show room featuring<br />

solid fuel fires of all kinds<br />

(wood or coal fired), bathroom<br />

fixtures and tap-ware.<br />

The workshop out the back<br />

had a drive shaft running at<br />

high level through to the rear<br />

of the building driven by an<br />

electric motor. This powered<br />

a number of large belts which<br />

in turn drove the lathes, drills,<br />

grinders and, towards the end<br />

of its life, the old corrugated-iron<br />

roller (which F B Hall<br />

still have) used for making<br />

water tanks and veranda roofs.<br />

Like many companies<br />

assisting the war effort, FB<br />

Hall did quite well during<br />

World War II, most likely due<br />

to an increased demand for<br />

agricultural produce.<br />

In 1954 Jack Wainscott and<br />

Burty Hall (Fred’s son) retired,<br />

selling their shares to Hanwell<br />

Seymore, Eric Douglas<br />

and Burt Asplin - the very first<br />

apprentice that F B Hall ever<br />

trained.<br />

Fred Hall passed away in<br />

1956 and his wife Beatrice<br />

continued the business, a very<br />

uncommon occurrence in the<br />

1950s.<br />

Around 1959 she sold her<br />

share to the remaining directors.<br />

Eric Douglas took up the<br />

role of manager around this<br />

time. Between Hanwell and<br />

Eric they started to put systems<br />


WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> F.B HALL & CO 100 YEARS 21<br />

in place to improve productivity,<br />

some of which are still are<br />

still being used today.<br />

Ces Pollock started with<br />

Halls in 1950 and by 1958 was<br />

the senior tradesman. Ces<br />

attained the titles of foreman<br />

in the 1960s, manager in 1980<br />

when Eric retired, and retired<br />

himself in 1990.<br />

The original team of F B Hall<br />

had all but left when the torch<br />

was passed to the next generation<br />

of shareholders during the<br />

1960s-70s.<br />

A new breed which included<br />

names like Garry Woodcock,<br />

Paul Ravlich, Colin Trebes,<br />

Graeme Coleman, Colin Douglas,<br />

Colin Middlemiss and<br />

Wayne Hodgetts began to steer<br />

F B Hall into the future, with<br />

Ken Douglas as manager.<br />

By 1965, the company had<br />

outgrown the Alexandra Street<br />

premises and a new workshop<br />

was built in Pembroke Street,<br />

converting an old house into<br />

additional office space. This<br />

site served the company for<br />

well over 30 years but in 1998 it<br />

was time for modernisation and<br />

expansion so the company up<br />

sticks again to the present site<br />

in Greenwood Street.<br />

Over the years F B Hall &<br />

Co Ltd have been involved with<br />

many jobs of all sizes; carrying<br />

out the plumbing, gas-fitting,<br />

drainage and roofing<br />

tasks around Hamilton and the<br />

<strong>Waikato</strong>.<br />

From <strong>Waikato</strong> Hospital and<br />

the university science blocks<br />

in the 1920s; to many of the<br />

high-rise buildings which comprise<br />

the city’s skyline in the<br />

1960s, to the dairy factories of<br />

the greater <strong>Waikato</strong> during the<br />

1970s and 80s, F B Hall has<br />

been a major player in building<br />

the region and employing its<br />

citizens.<br />

In recent times F B Hall has<br />

carried out contracts which<br />

include The Base Shopping<br />

Centre, Tetra Pak, Innovation<br />

Park New Building, Waikeria<br />

Prison development, Tristram<br />

Street Precinct, Union Square<br />

development, The University of<br />

<strong>Waikato</strong> Pa project, and Tainui<br />

Project Hauata-ACC, to name a<br />

few.<br />

Share your F B Hall and Co<br />

stories at history@fbhall.co.nz.<br />

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22 F.B HALL & CO 100 YEARS<br />



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F.B HALL & CO 100 YEARS<br />

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 23<br />

DriveSmart Automotive<br />

Congratulations to the Team at FB Hall on 100 Years<br />

Neighbour and<br />

friends of F.B Hall & Co.<br />

Congratulations on your<br />

100 year Anniversary!<br />

• Hankook and Maxxis van and ute tyres in stock and ready to go<br />

• Purchase 4 ute or van tyres and get a free wheel alignment<br />

• Ask about opening your fleet account<br />

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Phone: 07 847 0532<br />

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Email us: info@budgettyres.co.nz<br />

The year of 100.<br />

100 years of Fletcher Steel,<br />

100 years of FB Hall & Co,<br />

100 years of legends.<br />

Dimond ® Roofing. Celebrating our mates.<br />


24 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> <strong>2023</strong><br />

Creating mighty ambassadors<br />

As we continue to see<br />

growing numbers of<br />

international travellers<br />

back in our region as<br />

well as our domestic visitors<br />

it’s important that we, as a<br />

sector, ensure their experience<br />

here is as welcoming and<br />

enriching as possible. It was<br />

with this thinking in mind that<br />

we developed our <strong>Waikato</strong><br />

Ambassador programme back<br />

in 2019, with the first edition<br />

being Kirikiriroa Hamilton.<br />

Thanks to central government<br />

funding during Covid, we have<br />

also been able to build on the<br />

success of this programme<br />

and complete our editions for<br />

the <strong>Waikato</strong>, Waipā, Ōtorohanga-Waitomo<br />

and Matamata-Piako<br />

districts, which<br />

we are very excited to be<br />

launching in <strong>February</strong>.<br />

The Ambassador Programme<br />

is designed for anyone<br />

engaging with visitors<br />

who come to the <strong>Waikato</strong>.<br />

The purpose is to help create<br />

storytellers and ambassadors<br />

who can connect with people<br />

and authentically engage<br />

with what all New Zealanders<br />

understand as ‘manaakitanga’<br />

and ‘kaitiakitanga’.<br />

The programme helps to<br />

build pride and knowledge of<br />

the history, special places and<br />

people of our region to proudly<br />

share with manuhiri; to extend<br />

an understanding of what it<br />

takes to authentically connect<br />

with visitors from all around<br />

the world, to contribute to the<br />

ongoing and future success of<br />

the region by providing simple<br />

tools to enhance customer<br />

service and create memorable<br />

visitor experiences right across<br />

the mighty <strong>Waikato</strong> region.<br />

Participants engage in a<br />

three-hour workshop delving<br />

into the history and unique<br />

stories which shaped the<br />

region - the <strong>Waikato</strong> River,<br />

including early Māori history<br />

and legends, the experience<br />

of early explorers and European<br />

settlers, the <strong>Waikato</strong><br />

land wars, right through to the<br />

exciting regional growth and<br />

economy of today.<br />

Each of the editions have<br />

been developed in collaboration<br />

with their respective<br />

councils, community groups<br />

and individuals and feature<br />

the special stories, places and<br />

people of each specific city/<br />

district.<br />

The programme is open to<br />

The programme<br />

helps to build<br />

pride and<br />

knowledge of the<br />

history, special<br />

places and people<br />

of our region<br />

everyone - from hospitality,<br />

retail and event staff and volunteers<br />

or those working in<br />

accommodation, activities,<br />

and transport such as taxis<br />

or ubers. Thanks to the Covid<br />

recovery funding we received<br />

from central government it is<br />

free to attend until 30 June.<br />

From 1 July a small fee of $30<br />

+ GST per person will be introduced<br />

to cover operational<br />

costs.<br />

So as business leaders in<br />

our community we encourage<br />

you to take up the opportunity<br />

for yourself and your<br />

co-workers or team members<br />

to become Ambassadors and<br />

help us showcase this amazing<br />

place we all call home.<br />

This will also help to ensure<br />

we are all visitor ready for the<br />

FIFA Women’s World Cup<br />

<strong>2023</strong> tournament and matches<br />

being played in Kirirkiriroa<br />




Interim General Manager,<br />

Hamilton & <strong>Waikato</strong> Tourism<br />

in just a few months’ time<br />

and enhance our manuhiri’s<br />

experiences within our region<br />

so that they return home<br />

and share the stories and<br />

manaakitanga of the mighty<br />

<strong>Waikato</strong>.<br />

Visit waikatonz.com/<br />

ambassador for more<br />

information.<br />

Council to float major waste initiatives<br />

Waipā District Council will float<br />

a range of proposals to leverage<br />

government incentives aimed at<br />

helping communities minimise waste.<br />

Councillors viewed an<br />

updated draft plan to<br />

minimise and manage<br />

waste in Waipā. The plan must<br />

be reviewed every six years for<br />

council to continue receiving<br />

the government’s waste levy.<br />

The levy, worth close to<br />

$400,000 this financial year<br />

and climbing, funds most of<br />

Waipā’s waste minimisation<br />

activities. The exceptions are<br />

kerbside recycling, emptying<br />

litter bins and enforcement<br />

of illegal dumping which are<br />

funded by rates.<br />

Transport manager Bryan<br />

Hudson said in the last few<br />

years there had been massive<br />

change in the waste minimisation<br />

space, opening up opportunities<br />

for communities prepared<br />

to embrace and drive<br />

change.<br />

“We’ve seen the near collapse<br />

of the international<br />

recycling commodity market<br />

while community expectations<br />

and awareness of waste have<br />

increased.<br />

“Waste minimisation is no<br />

longer just about reduce, reuse<br />

and recycle; the focus is on<br />

a circular economy, making<br />

use of all resources as many<br />

times as possible. That’s where<br />

we need to get to and we can<br />

leverage government incentives<br />

to help.”<br />

Council’s draft plan will<br />

propose actions to reduce contamination<br />

in kerbside recycling,<br />

plan for a Waipā-wide<br />

resource recovery network and<br />

help divert and reuse construction<br />

and demolition waste.<br />

The plan will also propose<br />

two big changes Hudson<br />

predicts will be of huge community<br />

interest: a complete<br />

rethink of rubbish collection<br />

plus concrete moves to introduce<br />

a kerbside food waste<br />

service.<br />

“For more than 20 years,<br />

Waipā’s household rubbish<br />

has been collected by private<br />

companies using wheelie bins<br />

or pre-paid bags. We’re one<br />

of few councils in New Zealand<br />

which doesn’t provide a<br />

rates-funded rubbish collection.<br />

But early costings suggest<br />

a rates-funded service could be<br />

a cheaper and better option for<br />

ratepayers so it’s time to look<br />

at that again.”<br />

A food collection service<br />

would also be a focus of the<br />

draft strategy, he said, noting<br />

around 50 per cent of Waipā<br />

household ‘rubbish’ was actually<br />

organic waste.<br />

“We’ll certainly be looking<br />

at activities to encourage<br />

home composting and community<br />

composting. But there<br />

may come a time when providing<br />

a food waste service will<br />

be compulsory in New Zealand<br />

because of government<br />

commitments around reducing<br />

methane emissions from<br />

landfills.”<br />

“There is a funding package<br />

on offer from the Ministry<br />

for the Environment to help<br />

councils start food waste services.<br />

Potentially that funding<br />

could cover the capital cost<br />

of trucks and bins and other<br />

project costs. It’s an opportunity<br />

our community simply<br />

must consider.”<br />

Council will consult the<br />

community on the draft waste<br />

minimisation plan next year,<br />

as required under the Waste<br />

Minimisation Act.


30<br />




25<br />


While still offering • learning based on Te Office report gave them the<br />

traditional morning Whāriki (NZ Early Childhood<br />

Curriculum)<br />

points among the review<br />

highest rating, with these<br />

and afternoon<br />

sessions, the Kindergarten Part of the <strong>Waikato</strong> Kindergarten<br />

findings:<br />

also has school day hours and,<br />

Association fam-<br />

“Children’s language, cul-<br />

from the beginning of August, ily, Whitiora Kindergarten has ture and identity are highly<br />

is now open 8am–5pm to been a mainstay of early childhood<br />

visible and valued. Learn-<br />

education in the central ing partnerships between<br />

better cater for city families.<br />

At Kip McGrath, city for our almost focus 75 years, is with to the help kindergarten your and home<br />

Whitiora Kindergarten many generations of Hamiltonians<br />

attending during this programmes for learning.<br />

guide individual children’s<br />

child reach their full potential<br />

offers:<br />

We make learning time. relevant and engaging which The learning boosts programme is<br />

• 20 self-confidence FREE hours from and success “My in son class. loves Students books can — be tailored taught to all in children’s centre abilities,<br />

a boost emerging today. interests and<br />

2-years-old or online face to face and at all home. because Give of his your teachers,”<br />

was just one comment needs. Complexity is added<br />

child<br />

• passionate, qualified teachers<br />

received by a parent in the to play which empowers children’s<br />

• close connections with most recent Whaanau & Family<br />

sense of what they<br />

Survey.<br />

know and what they need to<br />

Whitiora Primary School<br />


• a well-resourced and huge “The atmosphere of focused learn. Children are considered<br />

outdoor play area<br />

activity reflects Address the children’s<br />

confident and are curi-<br />

• safe, Hamilton caring and East stimulating - 29 Hukanui CENTRE engagement kipmcgrath.co.nz/centre<br />

Road, • PHONE Fairfield, in learning,” NUMBER Hamilton was ous 3214 about | 07 the 853 world 5013 around<br />

environment<br />

another.<br />

them.”<br />

Address<br />

• a Hamilton focus our West unique - 89 Enviroschools<br />

programme most kipmcgrath.co.nz/centre<br />

recent Education Review Whitiora Kindergarten<br />

Rimu Street, Whitiora Whitiora, Kindergarten’s Hamilton 3200 For | 07 older 848 2262 children,<br />

(like<br />

Learning Whitiora to – your succeed<br />

at kindergarten Kip McGrathin the<br />

city – now open<br />

Hamilton has two Kip McGrath Centres that have been<br />

providing excellent up to date and relevant tuition for<br />

8am–5pm weekdays<br />

over 20 years. They offer individual learning programmes<br />

tailored to the specific needs of each student as<br />

identified<br />

Whitiora Kindergarten,<br />

in the initial free<br />

near<br />

assessment.<br />

<strong>Waikato</strong> Stadium and handy to<br />

the CBD on the corner of Abbotsford and Willoughby Streets,<br />

is now offering extended hours for greater convenience for<br />

families working and living in the central city.<br />

“Mathematics, English,<br />

spelling, reading, and<br />

writing are taught,<br />

all <strong>Waikato</strong> Kindergarten<br />

including NCEA math and<br />

Association services) offers the<br />

English. Programmes are<br />

Cool 4 School transition programme<br />

for four-year-olds,<br />

modified as children achieve<br />

their goals,” Kip McGrath principal<br />

Paul Kelly says. “Our goal<br />

which aims to give parents and<br />

their child(ren) assurance that<br />

is to help students succeed<br />

they will be a happy and successful<br />

learner at school. Kin-<br />

in class. We do this through<br />

weekly 70--minute tutoring<br />

dergarten staff work together<br />

sessions that are personalised<br />

with families/whaanau to prepare<br />

each child for their tran-<br />

for every student and include<br />

one-on-one attention.”<br />

sition to school by developing<br />

Students work within a supportive,<br />

small group setting run<br />

specific learning priorities in<br />

relation to the NZ Curriculum<br />

by trained qualified teachers.<br />

(Te Whāriki) and the NZ Primary<br />

School Curriculum.<br />

“They quickly develop a sense<br />

of achievement and discover<br />

With 20 free hours available<br />

weekly for children<br />

learning is not only successful<br />

– it’s enjoyable too,” Paul says.<br />

from two-years-old, families<br />

They also have several students<br />

who just work online.<br />

often find the Association’s<br />

8am–5pm kindergartens a<br />

This has grown since the lock<br />

cost-effective and consistent<br />

down and will be a growth area<br />

service for their preschool<br />

for the centres.<br />

education needs.<br />

The sessions feature a mix<br />

Paul and Rosemary Kelly receiving awards for their<br />

two centres in Hamilton from Storm McGrath CEO<br />

of Kip McGrath. Australasian Conference in July<br />

of books, worksheets and computer<br />

activities providing the<br />

variety that a student’s brain<br />

needs to keep engaged, motivated<br />

and learning. As the stu-<br />

Other WKA kindergartens<br />

with 8am–5pm hours include<br />

dent gets older, they have more<br />

Peachgrove, Chartwell, Deanwell,<br />

Hamilton West and<br />

input into the content of the<br />

lesson. This tailors tutoring<br />

Insoll Kindergartens in Hamilton,<br />

Leamington Kindergarten<br />

to their needs and increases<br />

engagement, ensuring the time<br />

with the tutors is well used.<br />

The centres cater for a wide<br />

range of students from duxes<br />

of schools to those who really<br />

in Cambridge and Newcastle<br />

struggle, including dyslexic<br />

Kindergarten in Ngaruawahia.<br />

students.<br />

Call 0800 CHILDREN (244<br />

Free assessments can be<br />

537) or find out more information<br />

on our website kindy.nz/<br />

made online at Kipmcgrath.<br />

co.nz or by ringing Paul 07<br />

whitiora<br />

8482262. Help your child now.


How to keep your child safe online<br />

Gen Z has well and truly become the Intenet Generation, and<br />

with that internet safety becomes an even more prevalent<br />

issue. According to a 2020-21 report by the UK's Ofcom,<br />

those aged 5-15 use internet-enabled devices for an average<br />

of six hours per day, highlighting just how much time the<br />

UK’s kids spend online. However, that same report details,<br />

shockingly, that only 27% of parents use broadband filters to<br />

prevent access to explicit online content.<br />

With this in mind,<br />

experts at US<br />

legal marketplace<br />

UpCounsel have offered<br />

five expert tips for parents on<br />

how to keep their children safe<br />

online.<br />

“Whilst we adults are often<br />

put to shame by our children’s<br />

ability with technology, this<br />

doesn’t mean kids are fully in<br />

control of what they experience<br />

on the internet. Unfortunately,<br />

online bullying is a prevalent<br />

issue that affects children mentally<br />

in a highly negative way,<br />

sometimes suffering in silence<br />

as they don’t know what steps<br />

to take to combat issues online.<br />

So, what steps can parents<br />

take to keep their children safe<br />

online?<br />

— 1. Set rules and stick<br />

to them<br />

Being the provider of the<br />

internet as well as the majority<br />

of their technology, you as<br />

the parents have control over<br />

what media your child consumes<br />

online. Firstly, have a<br />

mature conversation with your<br />

child about what they like to<br />

do online, as well as how long<br />

they think they use their device<br />

for. This will help you gauge<br />

if they are being healthy with<br />

their time online.<br />

“If you have concerns, limit<br />

their screen time by setting<br />

shut-off times or other boundaries<br />

that work for you.”<br />

— 2. Know what tech<br />

devices your kids are using<br />

“To fully understand and<br />

know what your children<br />

are doing online, it’s highly<br />

important you keep on top of<br />

what devices they’re using.<br />

This can be dedicated gaming<br />

devices such as an Xbox<br />

or PlayStation, a laptop or<br />

computer and also a mobile<br />

phone.”<br />

Ofcom’s aforementioned<br />

At Kip McGrath, our focus is to help your<br />

child reach their full potential<br />

We make learning relevant and engaging which boosts<br />

self-confidence and success in class. Students can be taught in centre<br />

or online face to face at home. Give your child a boost today.<br />


Address<br />

report stated that 100% of the<br />

3,300 teenagers in the 16-17<br />

range they surveyed had their<br />

own mobile device, with that<br />

number reducing slightly to<br />

97% for those aged 12-15. To<br />

access the internet, 98% of the<br />

16-17 age range use personal<br />

devices such as a mobile or<br />

laptop, with that number again<br />

reducing slightly to 94% in the<br />

12-15 age range.<br />

“What those figures represent<br />

is that a huge proportion<br />

of online activity comes<br />

through exclusively personal<br />

devices, which are harder to<br />

manage than household communal<br />

devices. Encourage<br />

your child to be open regarding<br />

accessing their devices, and<br />

when possible keep abreast of<br />

their search history. If anything<br />

of concern or note arises,<br />

talk to your son or daughter.”<br />

If the pattern of behaviour<br />

continues, step three is the<br />

Hamilton East - 29 Hukanui CENTRE kipmcgrath.co.nz/centre<br />

Road, • PHONE Fairfield, NUMBER Hamilton 3214 | 07 853 5013<br />

Address<br />

Hamilton West - 89 Rimu Street, Whitiora, Hamilton 3200 | 07 848 2262<br />

kipmcgrath.co.nz/centre<br />

next course of action.<br />

— 3. Be aware of<br />

parental blocks and other<br />

in-built safety features<br />

Modern technology has<br />

responded to the issue of<br />

cyberbullying by featuring<br />

increasingly strong levels of<br />

protection, through physical<br />

changes such as fingerprint<br />

sensors to over-the-air software<br />

updates.<br />

On Apple devices, within<br />

the settings you can limit<br />

screen time as well as control<br />

the content through restriction<br />

software that comes free with<br />

the device. Beyond that, the<br />

messenger feature even scans<br />

images for potential nudity<br />

and responds with a viewer<br />

warning, alongside the ability<br />

to inform an adult.<br />

On Android devices, you<br />

can create a profile that lets<br />

you have administrative control<br />

over settings such as passwords<br />

or what default setting<br />

the browser uses. Downloadable<br />

apps can limit screen<br />

time, block online purchases<br />

and track the whereabouts of<br />

your child using the in-built<br />

location setting, a feature seen<br />

also on Apple devices.<br />

Finally, your broadband<br />

provider can block explicit and<br />

illegal content using server<br />

technology, meaning that<br />

instead of having to manually<br />

Welcome to Kip<br />

Learning to succeed<br />

McGrath Hamilton<br />

Maths at tuition Kip and McGrath<br />

English tuition<br />

Hamilton primary has and two Kip McGrath Centres that have been<br />

secondary providing excellent children up to date and relevant tuition for<br />

- over Hamilton 20 years. They offer individual learning programmes<br />

tailored to the specific needs of each student as<br />

identified in the initial free assessment.<br />

The first Kip McGrath<br />

Education Centre<br />

opened its doors in<br />

Newcastle NSW 46 years ago.<br />

“Mathematics, English,<br />

Founded by school teachers,<br />

spelling, reading, and<br />

Kip and Dug McGrath, that<br />

writing are taught,<br />

first tutoring centre has<br />

including NCEA math and<br />

grown since then into a global<br />

English. Programmes are<br />

franchise network of 600<br />

modified as children achieve<br />

tutoring centres owned and<br />

their goals,” Kip McGrath principal<br />

Paul Kelly says. “Our goal<br />

operated by qualified and<br />

experienced teachers with a<br />

is to help students succeed<br />

common motivation: a passion<br />

in class. We do this through<br />

for teaching.<br />

weekly 70--minute tutoring<br />

Offering tutoring to children<br />

sessions that are personalised<br />

from pre-school through to<br />

for every student and include<br />

Year 13 in reading, spelling,<br />

one-on-one attention.”<br />

comprehension, English and<br />

Students work within a supportive,<br />

small group setting run<br />

maths, our 90 tutoring centres<br />

in New Zealand, Fiji and<br />

by trained qualified teachers.<br />

Samoa can be found in both<br />

“They quickly develop a sense<br />

metropolitan and regional<br />

of achievement and discover<br />

locations.<br />

learning is not only successful<br />

While the primary focus is to<br />

– it’s enjoyable too,” Paul says.<br />

improve or extend a child’s<br />

They also have several students<br />

who just work online.<br />

learning outcomes, the real<br />

value in attending a Kip<br />

This has grown since the lock<br />

McGrath Education Centre is<br />

down and will be a growth area<br />

the teachers that tutor at each<br />

for the centres.<br />

centre. For our tutors, teaching<br />

The sessions feature a mix<br />

is not a job, it is a vocation.<br />

check and block websites<br />

you’re worried about, it’s done<br />

automatically.<br />

— 4. Learn to spot<br />

when your child might<br />

be struggling with online<br />

behaviour<br />

When children become<br />

victims of online bullying, or<br />

other kinds of threats, you<br />

will be able to notice a change<br />

in their behaviours if you<br />

pay attention. Has your child<br />

become more reclusive? Perhaps<br />

they’re prone to anger<br />

after playing a video game,<br />

especially one promoting<br />

shooting or other violence?<br />

“Again, in this situation,<br />

communication is king: talk<br />

to your son or daughter about<br />

their experiences, what made<br />

them react emotionally, and<br />

from there monitor further<br />

how they’re doing. You may<br />

not be able to solve the issues<br />

Paul and Lexus working on a math problem.<br />

Delivering a curriculum that is<br />

proven, each child is assessed<br />

according to the National<br />

Curriculum and a programme<br />

is written for that child based<br />

on their individual needs.<br />

Nothing inspires a Kip tutor<br />

more than a smile from a<br />

child who finally “gets it”! To<br />

watch a child suddenly start<br />

to enjoy learning and develop<br />

confidence in their abilities<br />

naturally translates into better<br />

results at school.<br />

of books, worksheets and computer<br />

activities providing the<br />

At our centres we provide:<br />

• A free educational<br />

variety that a student’s brain<br />

assessment<br />

needs to keep engaged, motivated<br />

and learning. As the stu-<br />

• An individual learning<br />

program<br />

dent gets older, they have more<br />

• A wide variety of resources<br />

input into the content of the<br />

and activities that cater<br />

lesson. This tailors tutoring<br />

to the individual learning<br />

to their needs and increases<br />

styles of your child<br />

engagement, ensuring the time<br />

• Computer-assisted learning<br />

immediately, but showing that<br />

you’re caring and aware will<br />

make a huge difference to their<br />

outlook over time.”<br />

— 5. If your child is<br />

being cyberbullied, make<br />

sure they know what to do<br />

This sounds relatively simple<br />

but when you chat to your<br />

child about online safety, make<br />

them fully aware that the first<br />

thing they need to do is tell<br />

an adult what’s going on. The<br />

pressures of bullying on young<br />

shoulders can have a devastating<br />

impact on their mental<br />

health.<br />

“We should help our children<br />

identify what is online<br />

bullying, and how they should<br />

deal with it from both sides,<br />

and how important it is to save<br />

the evidence too. Taking these<br />

big steps will drastically limit<br />

how effective online bullying<br />

is.”<br />

• Experienced and qualified<br />

teachers using proven<br />

teaching methods<br />

• The curriculum is written by<br />

qualified teachers according<br />

to National Standards<br />

So if you are looking for a<br />

tutoring experience that<br />

will improve your child’s<br />

confidence, encourage them<br />

to enjoy learning and help<br />

them improve or extend their<br />

literacy and numeracy, contact<br />

the Kip McGrath Hamilton<br />

with the tutors is well used.<br />

Centre today.<br />

The centres cater for a wide<br />

range of students from duxes<br />

For more information<br />

of schools to those who really<br />

about how Kip McGrath<br />

struggle, including dyslexic<br />

Hamilton can assist your<br />

students.<br />

child to achieve to the<br />

Free assessments can be<br />

best of their ability call or<br />

made online at Kipmcgrath.<br />

email us.<br />

co.nz or by ringing Paul 07<br />

We look forward to<br />

8482262. Help your child now.<br />

hearing from you.<br />

Paul and Rosemary Kelly receiving awards for their<br />

two centres in Hamilton from Storm McGrath CEO<br />

of Kip McGrath. Australasian Conference in July

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 27<br />

Managing working capital in uncertain times<br />

Cash is often referred to as “King”<br />

when it comes to operating a<br />

business however, working capital<br />

management is the driver of when<br />

the cash is utilised. Here we explore<br />

the importance of working capital<br />

and the three pillars of managing it.<br />

Working capital is<br />

made up of current<br />

assets and current<br />

liabilities, and these normally<br />

include net cash, debtors,<br />

inventory, creditors and other<br />

payables. Working capital<br />

management is effectively<br />

managing these assets to drive<br />

the business’ profitability and<br />

increase its value.<br />

While working capital management<br />

is often overlooked<br />

as generating little benefit to<br />

businesses and is frequently<br />

considered the accountant’s<br />

responsibility, it’s actually<br />

an operational issue that is a<br />

key part of business. Effective<br />

working capital management<br />

has a positive impact on overall<br />

financial performance of an<br />

entity; partly through lower<br />

interest costs, proactive debtor<br />

management (less bad debts)<br />

and increased inventory turn.<br />

The lower the amount of working<br />

capital required in a business,<br />

the more funds are available<br />

to distribute as profits to<br />

its shareholders, pay down<br />

term debt or reinvest into<br />

business growth through new<br />

opportunities, locations, or<br />

product and service offerings.<br />

Between the global pandemic,<br />

supply chain and geopolitical<br />

issues, the last couple<br />

of years have been rocky. The<br />

impact of the COVID-19 pandemic<br />

has depleted the cash<br />

reserves of many businesses<br />

and stretched their working<br />

capital.<br />

Meanwhile, as a result<br />

of supply chain issues, businesses<br />

are typically holding<br />

higher inventory values due<br />

to increased lead times and<br />

unknown shipping delays.<br />

This approach is understandable,<br />

given that sales would<br />

be impacted if inventory is<br />

not available, however having<br />

the wrong mix of inventory<br />

can also be detrimental to a<br />

business.<br />

Pillar one<br />

One way businesses can<br />

increase the flow of cash into<br />

their bank account is to lower<br />

the inventory turn days. Managing<br />

inventory levels and mix<br />

should be a joint effort between<br />

the people or teams responsible<br />

for purchasing raw materials<br />

or finished goods, manufacturing,<br />

finance and sales.<br />

Understanding exactly what<br />

is already in stock, the current<br />

and upcoming demands<br />

of customers and consistently<br />

communicating with suppliers<br />

and logistics providers to<br />

understand lead times, will<br />

help manage inventory to support<br />

sales and minimise excess<br />

stock levels. Manufacturing<br />

businesses should ensure they<br />

have enough time between<br />

receiving their raw materials<br />

and manufacturing to meet<br />

customer demands.<br />

Pillar two<br />

Another way businesses<br />

can improve their working<br />

capital is turning debtors into<br />

cash faster. Things to consider<br />

include:<br />

• Should terms of payment<br />

be updated?<br />

• Should customers pay<br />

upfront in part or full, or<br />

in seven days, rather than<br />

on the 20th of the month?<br />

Are there effective collection<br />

procedures?<br />

• Are terms of contract<br />

and milestones being<br />

invoiced correctly?<br />

• Are invoices being sent in<br />

a timely manner?<br />

• If businesses are receiving<br />

a deposit, is the<br />

deposit high enough?<br />

Pillar three<br />

Lastly, the negative working<br />

capital items – overdrafts,<br />

credit cards and creditors -<br />

need to be considered.<br />

<strong>Business</strong>es should consider<br />

the timeliness of payments in<br />

line with agreed terms such as:<br />

• Are invoices paid before<br />

the due date?<br />

• Can items being paid<br />

for on the credit card be<br />

invoiced and paid on the<br />

20th.<br />

• Will suppliers give an<br />

early payment discount?<br />

• Is the overdraft nearly<br />

always ultilised and<br />

should be replaced with<br />

a term facility at a lower<br />

interest rate?<br />

Managing each of the three<br />

pillars of working capital management<br />

will assist businesses<br />

to increase cash availability<br />

and improve operational<br />

efficiency.<br />




Lee is a PwC manager and<br />

Gallagher accelerates international expansion<br />

with Australian acquisition<br />

advisory<br />

Gallagher Group is accelerating<br />

its commercial expansion across<br />

Australian and international markets<br />

with its acquisition of Norton Livestock<br />

Handling Solutions in Australia.<br />

Norton LHS was founded<br />

in 1989 by brothers Tom<br />

and Peter Russ. The<br />

company is widely acknowledged<br />

for offering Australian-made<br />

high-quality sheep and cattle<br />

handling equipment, farm gates,<br />

and sheep and cattle yards under<br />

its family-values brand.<br />

New Zealand-based global<br />

general manager for Gallagher<br />

animal management Lisbeth<br />

Jacobs says while times are<br />

tough right now for businesses<br />

and farmer customers,<br />

Gallagher is doubling down<br />

on its investments into quality<br />

products and solutions and<br />

premium customer service.<br />

“Through the pandemic<br />

and current global events,<br />

we have proven that we can<br />

continue to supply our farmer<br />

customers. With control<br />

of the product design and<br />

manufacturing processes in<br />

New Zealand and Australia,<br />

Gallagher was less impacted by<br />

Covid-19 lock downs than those<br />

businesses that rely on imported<br />

components and offshore<br />

manufacturing. As a result,<br />

we have been able to capture<br />

additional market-share.”<br />

Lisbeth says consumers<br />

are increasingly looking for<br />

responsibly sourced, highquality<br />

protein products and<br />

farmers are tackling growing<br />

compliance and traceability<br />

regulations. Weighing,<br />

monitoring individual animal<br />

performance and recording<br />

data enables farmers to respond<br />

to these growing demands,<br />

maximise productivity and run<br />

more efficient and sustainable<br />

farming operations.<br />

“Norton’s Australasian<br />

operation and capability is<br />

just what we’ve been looking<br />

for to continue to support<br />

our customers as demand for<br />

animal handling solutions<br />

continues to grow.<br />

“We are thrilled to welcome<br />

the Norton team into the<br />

Gallagher family and are<br />

excited about what we can<br />

achieve together through our<br />

combined passion for quality<br />

and customer experience.<br />

“Building long term<br />

relationships with customers<br />

and resellers has always been<br />

part of our DNA and in these<br />

turbulent times this is proving<br />

more important than ever for<br />

our customers. People know<br />

they can rely on us to walk<br />

Through the<br />

pandemic and<br />

current global<br />

events, we have<br />

proven that we<br />

can continue to<br />

supply our farmer<br />

customers.<br />

With control<br />

of the product<br />

design and<br />

manufacturing<br />

processes in<br />

New Zealand<br />

and Australia,<br />

Gallagher was<br />

less impacted<br />

by Covid-19 lock<br />

downs than those<br />

businesses that<br />

rely on imported<br />

components<br />

and offshore<br />

manufacturing.<br />

As a result, we<br />

have been able to<br />

capture additional<br />

market-share.<br />

beside them in tough times as<br />

well as the good.”<br />

As another long-standing<br />

family business serving the<br />

agricultural community,<br />

the acquisition of Norton’s<br />

manufacturing experience is<br />

the perfect complement to<br />

Gallagher, and a boost to the<br />

growth plans for both brands.<br />

Norton currently holds a<br />

strong market position in the<br />

South Eastern Australia region.<br />

But with Tom and Peter looking<br />

to pursue other interests, and<br />

as the business continues to<br />

scale, Gallagher’s expertise in<br />

manufacturing and distribution<br />

and international reach will<br />

optimise results.<br />

For more than two decades,<br />

Gallagher has collaborated<br />

closely with Norton. Tom and<br />

Peter say that there were just<br />

too many synergies between the<br />

two companies for this not to be<br />

a perfect fit.<br />

“We have a 20-year working<br />

relationship with Gallagher, so<br />

we knew from the get-go that<br />

things were going to work out<br />

well when we began discussions.<br />

“Norton has been a part of<br />

our family for so long, it just<br />

wasn’t an option to hand it over<br />

to an unknown. Being familyrun<br />

just as we have always<br />

been, Gallagher will be able to<br />

enhance the business values<br />

that have been really important<br />

to us.<br />

“The exposure for<br />

Norton under the Gallagher<br />

management is a great<br />

opportunity. The Gallagher<br />

brand is already well known<br />

in Australia and its existing<br />

position in the market and<br />

established sales channels will<br />

help the growth of Norton sales<br />

advance quickly.<br />

“In a few years, we’ll be<br />

proud to drive past the Norton<br />

factory and know that the<br />

Norton name, and team, are in<br />

good hands.”<br />

Malcom Linn, general<br />

manager for Gallagher Animal<br />

Management in Australia says<br />

his team is delighted to add<br />

Norton’s range of products to its<br />

line-up of solutions.<br />

“For over 80 years,<br />

Gallagher has led the way in<br />

the agricultural industry. This<br />

acquisition further cements<br />

our commitment to investing<br />

in farming products and<br />

equipment that make farm life<br />

Lisbeth Jacobs<br />

easier and support customers<br />

to operate smarter and more<br />

profitably.”<br />

The acquisition was finalised<br />

on at the end of November<br />

at which time the Norton<br />

team of around 45 people<br />

were welcomed as part of the<br />

Global Gallagher family, under<br />

Lisbeth’s overall leadership.


PropertY &<br />

development<br />


JANUARY/FEBRUARY <strong>2023</strong><br />


Adding value through innovation across a wide range<br />

of specialist services.<br />

Ngāmotu – New Plymouth<br />

Taupō<br />

A passion for our professions<br />

and for the regions.<br />

Kirikiriroa – Hamilton<br />

Whāingaroa – Raglan<br />

0800 289 787<br />



No matter the property<br />

We’ve got you covered.<br />

Hamilton’s No.1 Real Estate Team<br />



Greenhill Park<br />


With Stages 18, 19 19 and 25A nearing completion, Chedworth<br />

Properties has just released a a limited number of of new lots for<br />

sale in in Stage 20 20 of of Greenhill Park.<br />

Sections in in Greenhill Park Park have have a a reputation<br />

of of being in high high demand. All All sites sites in in Stages<br />

16 16 and and 17 17 that that were completed last last year year have have<br />

been sold, sold, and and the the majority of of Stages 18, 18, 19 19<br />

and and 25A 25A have have been sold, with with limited sites sites left. left.<br />

Purchasers should get get in in quick to to secure a a<br />

section in in the the newest release - - Stage 20. 20.<br />

“Since the the sales launch of of Stage 20 20 in in early<br />

<strong>February</strong>, we we received numerous enquiries<br />

from from interested buyers and and have have already made<br />

a a presale” advises Brendon Hewett, General<br />

Manager of of Chedworth Properties.<br />

Mr Mr Hewett says says the the new new lots lots in in this this release<br />

offer offer a a warm and and welcoming community, close<br />

proximity to to the the future Neighbourhood Centre,<br />

a a short drive drive from from the the <strong>Waikato</strong> Expressway, and and<br />

provides an an easy easy commute for for people working<br />

in in the the city. city.<br />

“These lots lots are are in in an an ideal ideal location for for families<br />

to to build build their their new new home with with access to to parks<br />

and and amenities” he he says. says.<br />

“The success of of our our previous releases<br />

underlines the the appeal of of Greenhill Park Park as as the the<br />

community continues to to take take shape. With only only<br />

39 39 lots lots available in in Stage 20, 20, we we expect they they will will<br />

sell sell quickly.”<br />

With With lot lot sizes ranging from 210m2 to to 368m2,<br />

and and a a block of of high high density lots lots available,<br />

Greenhill Park Park Stage 20 20 offers sections suited<br />

to to anyone looking for for a new a new place to to call call home.<br />

The The sections are are priced from $384,082 to to<br />

$494,500 incl incl GST GST (if (if any).<br />

Greenhill Park, located north east east of of central<br />

Hamilton, will will accommodate more than than 1,800<br />

homes when finished. Over 500 500 homes have have<br />

been built built with with thousands of of people already<br />

calling Greenhill Park Park home.<br />

The The community will will feature over over 16 16 hectares of of<br />

land land set set aside as as open public space, numerous<br />

wetlands, walking and and cycling paths, and and a wide a wide<br />

range of of parks and and playgrounds, providing the the<br />

perfect setting for for memorable family moments.<br />

Stage 20 20 has has the the additional benefit of of being<br />

very very close to to the the future Neighbourhood Centre,<br />

which is is currently being designed by by Hamilton<br />

based Edwards White Architects.<br />

Plans for for the the future Greenhill Park Park<br />

Neighbourhood Centre include a a supermarket,<br />

specialty stores and and a a range of of dining options,<br />

bringing convenient shopping right right into into the the<br />

heart of of the the neighbourhood. In In addition, there<br />

is is planned space for for a a small medical clinic which<br />

will will service the the local local community. Chedworth<br />

Properties are are currently taking enquiries for for<br />

interest in tenancies (contact Brendon on on<br />

021 021 608 608 817).<br />

Interested purchasers can can call call Chedworth<br />

Properties on on 0800639 63929 929 or or visit visit www.<br />

greenhillpark.co.nz for for more information.<br />

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www.greenhillpark.co.nz<br />

0800 NEWWAY<br />


scan QR code with<br />

smartphone camera<br />

Visit our show home:<br />

24 Medland Place,<br />

Greenhill Park, Hamilton<br />

Visit Our New Display Home!<br />

67 Carrs Road, Greenhill Park, Hamilton<br />

Explore our work, meet our friendly team and discuss your build ideas/requirements.<br />

To view by appointment, please contact 0508 268 436 or sales@anthemhomes.co.nz.<br />

Opening hours:<br />

Wednesday - Saturday: 12pm - 4pm<br />

Noel Lamont: 027 446 1341<br />

www.latitudehomes.co.nz<br />

Contact: Darrin Payne<br />

T: 027 490 9066<br />

E: darrin@latitudehomes.co.nz

Rodney Stirling<br />





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Directly opposite the new <strong>Waikato</strong> Regional Theatre<br />

development, this newly renovated, character filled<br />

commercial property is surrounded by award winning<br />

hospitality with spectacular views over the south end of<br />

Victoria Street. Close to excellent parking options and the<br />

<strong>Waikato</strong> Museum – Te Whare Taonga O <strong>Waikato</strong>.<br />


This impressive vacancy is a blank canvas for a new tenant<br />

wanting to locate amongst the action of Hamilton’s nightlife<br />

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200433AA 200433AA



PAUA Architects:<br />

Shaping Cambridge for over 25 years.<br />

Architect Antanas Procuta has been contributing to and<br />

helping to shape the town he calls home for over 25 years.<br />

Initially working from home<br />

in Cambridge, Procuta was<br />

joined early on by architect<br />

Richard Mauriohooho, who<br />

recently celebrated 25 years<br />

with the practice. Longstanding<br />

team members have<br />

been a strength of the practice,<br />

with architect Geoff Lentz<br />

also marking 20 years this<br />

<strong>February</strong>.<br />

Despite taking up premises<br />

in Hamilton in 2001 and<br />

completing projects across<br />

the <strong>Waikato</strong>, the practice has<br />

maintained strong roots in<br />

Cambridge, with both Procuta<br />

and strategic development<br />

manager Phil Mackay based<br />

in the Town of Trees. The<br />

practice has played an<br />

important part in shaping the<br />

town, with past work including<br />

the masterplanning of the<br />

Cambridge Park subdivision,<br />

the urban and architectural<br />

design of Le Quesnoy Place<br />

townhouse enclave, residential<br />

homes, and the recently<br />

completed Cambridge Police<br />

Hub.<br />

The common theme<br />

running through these projects<br />

is the importance of local<br />

context, with each project<br />

acknowledging and building<br />

on the unique character of<br />

Cambridge. In Procuta’s<br />

words: “The focus of our<br />

design is the individual, crafted<br />

response to the site, to the<br />

client and to their brief.”<br />

Cambridge Park<br />

In 2003 PAUA was engaged<br />

to prepare the overall urban<br />

concept and masterplan for<br />

a 330-household residential<br />

subdivision – now known as<br />

Cambridge Park.<br />

The neighbourhood is<br />

centred on a public green space<br />

at the heart of the community<br />

and designed to continue the<br />

original 1863 arcaded street<br />

design for Cambridge. The<br />

road and pedestrian walkway<br />

layout references this grid<br />

pattern to prioritise pedestrian<br />

activities through the<br />

neighbourhood. In 2009 the<br />

project won the Living Streets<br />

Aotearoa ‘Golden Foot Award’<br />

for Walkability.<br />

Le Quesnoy Place<br />

PAUA was approached<br />

in 2004 by a local developer<br />

wanting to build on the unique<br />

character legacy of Cambridge.<br />

Inspired by Cambridge’s<br />

sister-city relationship with<br />

Le Quesnoy in France and<br />

occupying an enviable location<br />

on the banks of the <strong>Waikato</strong><br />

River, the neighbourhood<br />

comprises fifteen, high-quality,<br />

two-storey homes designed to<br />

complement each other with<br />

similar architectural forms,<br />

materials and features.<br />

Papillon Townhouse<br />

Built for a local farming<br />

couple, this townhouse<br />

was designed around the<br />

conceptual idea of creating<br />

courtyard spaces and a sense of<br />

spaciousness within a smaller<br />

site. This idea prompted the<br />

‘papillon’, or butterfly, shaped<br />

layout of the floor plan.<br />

A traditional architectural<br />

form was chosen to link<br />

with neighbourhood church<br />

buildings and houses in what is<br />

one of the earlier-settled areas<br />

of Cambridge. Local materials<br />

such as Hinuera stone were<br />

chosen alongside other high<br />

performing materials to craft<br />

a contemporary home that<br />

respects the context of the local<br />

area.<br />

Cambridge Police Hub<br />

The architectural brief<br />

was to provide a design that<br />

Le Quesnoy Place<br />


33<br />

Anna Jackman and<br />

Andrea Twaddle, DTI Lawyers<br />

Papillon Townhouse<br />

Cambridge Police Hub<br />

reflected the new approach<br />

in New Zealand policing and<br />

acknowledged the nature of<br />

the collaborative partnership<br />

between <strong>Waikato</strong>-Tainui<br />

and the NZ Police in this<br />

development.<br />

Reflecting on the<br />

importance of water in Māori<br />

culture, Senior Architect<br />

Richard Mauriohooho based<br />

the shape of the building on<br />

a Waka Hourua, or double<br />

hulled waka.<br />

The orientation of<br />

the building also makes<br />

reference to local maunga<br />

- Maungatautari, Pirongia,<br />

Maungakawa, and Kakepuku<br />

- through the alignment of<br />

walls and windows, while<br />

local materials were used in<br />

keeping with <strong>Waikato</strong> Tainui<br />

strategies.<br />

As well as the prominent<br />

Hinuera stone wall featuring<br />

a ‘niho taniwha’ pattern,<br />

recycled wood and bricks from<br />

the police house previously<br />

on the site have been used as<br />

features in the new building,<br />

connecting to the history and<br />

context of the site.<br />

Procuta Associates<br />

Urban + Architecture<br />

Contact us 07 839 6521<br />


34 WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong><br />

ChatGPT: The New<br />

Online Tool Taking the<br />

World by Storm<br />

A new tool was launched to the<br />

world in November 2022 called<br />

ChatGPT. Within five days it<br />

had more than 1 million users,<br />

breaking all records for user<br />

growth. By mid-<strong>January</strong> it had an<br />

estimated 96 million users.<br />


WORLD<br />


Transferable Skills Can<br />

Take You Anywhere!<br />

The bookend to a year – December and <strong>January</strong> -<br />

are typically times where people take a long hard<br />

look at their careers. Am I happy doing what I do?<br />

Am I still enthusiastic about the industry I work for?<br />

Where else can I add value?<br />

So, what is ChatGPT?<br />

ChatGPT is a state-ofthe-art<br />

chatbot tool<br />

that can provide intelligent,<br />

human-like responses to any<br />

question or prompt given to it.<br />

It's based on a deep learning<br />

model called GPT-3, which is<br />

trained on a massive amount<br />

of data, and because of this, it<br />

can understand and generate<br />

text in a way that is similar<br />

to human writing. It can be<br />

used for various tasks such<br />

as customer service, content<br />

creation, and even language<br />

translation. (And guess what?<br />

ChatGPT wrote that paragraph<br />

you just read!)<br />

Users are calling it the biggest<br />

evolution in technology<br />

since the launch of the internet.<br />

But while the term “chatbot”<br />

might make you think of<br />

the chat bubble on the bottom<br />

right of websites, ChatGPT<br />

is quite different. It is a<br />

super-intelligent AI tool that<br />

can answer almost anything.<br />

Unlike Google, it doesn’t just<br />

find content online and return<br />

the links to you. Instead, it creates<br />

the answers based on what<br />

it knows – as if someone is sitting<br />

on the other end of the<br />

chat writing a reply to you.<br />

For example, a personal<br />

trainer listed his age, weight<br />

and goals and asked it to create<br />

a full workout plan, customised<br />

to his needs. It gave a great<br />

response, so he asked it to then<br />

create an eating plan and shopping<br />

list, based on his goals<br />

and workout plan. It returned<br />

a detailed and impressive<br />

answer within seconds.<br />

You can ask it to write a<br />

poem around a specific theme<br />

and give it certain words it<br />

needs to include. Or give it a<br />

meeting transcript and ask it to<br />

summarise the action points.<br />

One AI expert wanted to<br />

learn a new complex machine<br />

learning technology, and<br />

instead of doing his own<br />

research he asked ChatGPT<br />

to explain it to him. He said<br />

ChatGPT laid it out step-bystep<br />

and it took him 30 minutes<br />

to learn what would normally<br />

have taken a whole day.<br />

It can write code, based on<br />

whichever language you ask it<br />

to write in and troubleshoot<br />

code that has a problem. It can<br />

brainstorm topics or headlines,<br />

or write detailed explanations<br />

about topics in whatever tone<br />

of voice you ask it to write in.<br />

Soon ChatGPT will be able<br />

to be integrated into chatbots<br />

on websites to provide more<br />

natural and personalised interactions<br />

with customers, without<br />

there being a human on the<br />

other end. This will create the<br />

ability for businesses to provide<br />

fast, efficient customer<br />

service, without having to pay<br />

for as many staff to be available<br />

on live chat the whole time.<br />

When it comes to marketing,<br />

ChatGPT is exceptionally<br />

good at writing content. In my<br />

marketing agency, we have<br />

used it to write email promotions,<br />

article ideas, headlines<br />

and whole content articles. It<br />

isn’t perfect, and definitely<br />

needs a human reading over it,<br />

but it can dramatically speed<br />

up content creation and learning<br />

of specific topics.<br />

Our SEO team helps our<br />

customers get ranked strongly<br />

in Google and have been<br />

using ChatGPT significantly.<br />

They have found three ways<br />

ChatGPT can be especially useful<br />

in SEO:<br />

1. Content generation:<br />

ChatGPT can be used to<br />

Josh Moore is the head<br />

marketing fanatic at Duoplus,<br />

a Hamilton-based digital<br />

marketing agency that<br />

helps clients get more leads<br />

and sales through online<br />

marketing. www.duoplus.nz<br />

generate high-quality, unique<br />

content for a website, which<br />

is important for SEO. By providing<br />

a prompt about a specific<br />

topic, ChatGPT can generate<br />

an article or blog post that<br />

includes relevant keywords<br />

and phrases, making it more<br />

likely to rank well in search<br />

engines.<br />

2. Keyword research:<br />

ChatGPT can also be used to<br />

assist in keyword research.<br />

By analysing large amounts of<br />

text and identifying patterns<br />

and trends, ChatGPT can help<br />

identify keywords and phrases<br />

that are relevant to a specific<br />

topic, which can be used to<br />

optimise website content.<br />

3. Metadata optimisation:<br />

ChatGPT can generate meta<br />

titles and descriptions for the<br />

website pages. This can be<br />

useful in making sure that the<br />

metadata is compelling and<br />

keyword rich, which can help<br />

to improve the search engine<br />

visibility of the website.<br />

Of course, while ChatGPT<br />

can assist in SEO, it's not a<br />

replacement for a comprehensive<br />

SEO strategy and should<br />

be used in conjunction with<br />

other SEO best practices. But it<br />

sure is useful for getting more<br />

done faster.<br />

If you haven’t tested<br />

ChatGPT out for yourself yet,<br />

simply head to chat.openai.<br />

com and sign up for a free<br />

account. I guarantee it will<br />

make you say “wow”!<br />

One of the biggest challenges<br />

we see when<br />

talking to candidates<br />

is the perception by<br />

employers about long tenure<br />

in one industry. “Oh, you’ve<br />

been a teacher all your life –<br />

I don’t see how you can be<br />

an event manager”. This<br />

is where the magic of a<br />

transferable skill set is critical.<br />

Transferable skills are<br />

exactly what they sound<br />

like – the skills that you use<br />

in every job, no matter the<br />

title or field. Some transferable<br />

skills are hard skills<br />

like coding, data analysis<br />

or other technical skills –<br />

and some are soft skills like<br />

communication and relationship<br />

building. Think of transferable<br />

skills as part of your<br />

career tool belt!<br />

When you’re considering<br />

shifting from one career<br />

field to a very different one,<br />

identifying your transferable<br />

skills will help match your<br />

career to new opportunities<br />

without the fear of matching<br />

one title to another. These<br />

are the key skills you should<br />

be promoting at the beginning<br />

of your CV. Transferable<br />

skills can help you land<br />

a new job – no matter how<br />

‘unmatched’ your skill set<br />

might appear to be.<br />

Though every employee<br />

has transferable skills,<br />

employers do seek out certain<br />

transferable skills more<br />

than others. For example,<br />

leadership is a skill that most<br />

companies will be looking for<br />

at every level in their business.<br />

Now on the face of it<br />

you might not think you’ve<br />

been a leader – but dig<br />

deeper – have you coached<br />

sports teams? Have you<br />

ever had to take the lead on<br />

a project and get a team to<br />

follow through and accomplish<br />

shared goals? Leadership<br />

skills aren’t only your<br />

ability to supervise and manage<br />

a team – and they often<br />

connect with other key skills<br />

like communication, problem<br />

solving and relationship<br />

building.<br />

With a global<br />

talent shortage,<br />

it’s vital that<br />

employers too<br />

pursue nontraditional<br />

candidates to<br />

expand their<br />

talent pipeline.<br />

With a global talent shortage,<br />

it’s vital that employers<br />

too pursue non-traditional<br />

candidates to expand their<br />

talent pipeline. Companies<br />

can no longer meet their<br />




Managing Director,<br />

Everest – All about people tm<br />

www.everestpeople.co.nz<br />

talent needs through previous<br />

methods – they need to<br />

look beyond a direct career<br />

match or industry experience.<br />

To fill critical roles in<br />

<strong>2023</strong> businesses will need to<br />

be more comfortable assessing<br />

candidates on their abilities<br />

to perform in their role<br />

and their transferable skills,<br />

not just their credentials and<br />

prior experience.<br />

If you’re thinking about a<br />

career shift or simply looking<br />

for a new role, now is a<br />

great time to brainstorm and<br />

create the list of transferable<br />

skills you have. Update your<br />

CV and seek advice if you<br />

need some support to identify<br />

the tools in your toolbelt!

WAIKATO BUSINESS NEWS, JANUARY/FEBRUARY <strong>2023</strong> 35<br />

Take control of your future.<br />

Buy your own business.<br />

0800 225 999<br />


Well Staffed <strong>Waikato</strong> Based Civil Construction & Drainage<br />

<strong>Waikato</strong><br />

Dominant player with a proven ability to<br />

manage civil and drainage works across<br />

commercial and urban applications in the<br />

wider <strong>Waikato</strong> region and further afield.<br />

The current owner has run the business<br />

for 20 years and is now ready to hand<br />

over this fine-tuned operation to enjoy his<br />

retirement.<br />

$EOI<br />

· Approx. $4 million of forward work<br />

· Diversified income streams<br />

· Experienced and qualified staff<br />

· Market Value of Assets 2 Million<br />

· Turnover for 2022 = $6M, <strong>2023</strong> Forecast Approx $9M<br />

· Profit Average 600k<br />

linkbusiness.co.nz/WK00306<br />

Scott Miller 027 301 6543<br />

scott.miller@linkbusiness.co.nz<br />

Dairy Farm Services $520,000<br />

<strong>Waikato</strong><br />

· FT working owner earnings $272k<br />

· Low overheads, no lease req<br />

· Essential service provider to dairy farms<br />

· Strong client base & repeat business<br />

linkbusiness.co.nz/BOP00565<br />

Peter McAdam 021 841 691<br />

peter.mcadam@linkbusiness.co.nz<br />

Import/Wholesale/Distribution<br />

$EOI<br />

<strong>Waikato</strong><br />

· Designed, imports & distributes B2B<br />

· Exceptional systems, well est CRM & customer<br />

relationships<br />

· Impressive sales & profits, minimal<br />

normilisations<br />

· Secure lease in place until 2028<br />

linkbusiness.co.nz/WK00274<br />

Therese Bailey 021 289 0949<br />

therese.bailey@linkbusiness.co.nz<br />

Calling all Hospitality $950,000<br />

Rotorua<br />

· Asset value over $1M<br />

· 30+ years of history<br />

· $500k surplus pre-covid<br />

· Reinstate or reinvent the business<br />

linkbusiness.co.nz/WK00285<br />

Theresa Eagle 021 289 0949<br />

theresa.eagle@linkbusiness.co.nz<br />

Electrical Contracting $640,000<br />

<strong>Waikato</strong><br />

· Well-established business, excellent reputation<br />

· Strong processes & systems, growth potential<br />

· Approx. $270k EBPITDA over the last 2 years<br />

· Experienced technicians, assistance provided<br />

linkbusiness.co.nz/WK00288<br />

Reuben Silby 021 133 0624<br />

reuben.silby@linkbusiness.co.nz<br />

Relocatable <strong>Business</strong> $195,000<br />

New Zealand<br />

· Fantastic business with long history & top<br />

reputation<br />

· Cash Surplus $120-$180k per year over last<br />

5 years<br />

· Perfect for hunting & fishing enthusiasts with<br />

sales & marketing skills<br />

linkbusiness.co.nz/WK00327<br />

Theresa Eagle 021 289 0949<br />

theresa.eagle@linkbusiness.co.nz<br />

Electrical Contracting $475,000<br />

Hamilton<br />

· Established business, fantastic brand &<br />

reputation<br />

· Talented team, strong business & systems<br />

· Over $240K profit to working owner<br />

· Comprehensive vendor assistance<br />

linkbusiness.co.nz/WK00324<br />

Reuben Silby 021 133 0624<br />

reuben.silby@linkbusiness.co.nz<br />

Commercial & Industrial Recycling $985,000<br />

<strong>Waikato</strong><br />

· Recycling business, solid returns each year<br />

· $500k+ earnings to vendor in 2022<br />

· Long standing clients, good market share<br />

· Well maintained equipment<br />

linkbusiness.co.nz/WK00256<br />

Rick Johnson 021 991 485<br />

rick.johnson@linkbusiness.co.nz<br />

Pave Your Way To Success $850,000<br />

Hamilton<br />

· Providing specialised civil contracting services<br />

to residential, commercial, & industrial markets<br />

· An experienced and efficient workforce<br />

· Well-maintained modern equipment<br />

· Excellent profitability.<br />

· Great reputation<br />

linkbusiness.co.nz/WK00267<br />

Rick Johnson 021 991 485<br />

rick.johnson@linkbusiness.co.nz<br />

Water Cartage $160,000<br />

Home Interior Installer<br />

<strong>Waikato</strong><br />

· Comes with everything needed to operate,<br />

including trucks & supporting equipment<br />

· Water Delivery businesses operate with a<br />

high GP%<br />

· Adjusted Profit (SDE 2022)= $86,000<br />

· Price negotiable for a quick settlement<br />

linkbusiness.co.nz/WK00310<br />

Scott Miller 027 301 6543<br />

scott.miller@linkbusiness.co.nz<br />

By Neg<br />

Hamilton<br />

· Product imported & supplied by master<br />

distributor<br />

· Large workshop with a showroom in a great<br />

location<br />

· Profit Forecast for <strong>2023</strong> year-end = ($120K<br />

SDE **)<br />

linkbusiness.co.nz/WK00302<br />

Scott Miller 027 301 6543<br />

scott.miller@linkbusiness.co.nz<br />

All LINK NZ offices are licensed REAA 2008



“We have a fabulous ofce in a<br />

very cool building; it far exceeds<br />

our initial concept. Once the<br />

precinct is nished, I believe<br />

Fosters will achieve their vision for<br />

that thriving business hub.”<br />

“We are very happy to be here.<br />

Our people will get to be part of<br />

a vibrant community where they<br />

can lunch at a local café, go to<br />

the gym, and meet socially after<br />

work.”<br />

Todd Charteris, Rabobank<br />

Malama Caskie, AA Insurance<br />

Union Square’s next ofce<br />

building, due in Q3, has<br />

limited ofce space left<br />

to lease.<br />

“We can clearly see the future<br />

of this precinct and the future<br />

development of the south-end of<br />

town… Combined with the unique<br />

people-focused experience that<br />

Fosters are creating, it makes<br />

for an attractive proposition for<br />

our business, our staff, and our<br />

clients.”<br />

Stuart Anderson, Craigs Investment Partners<br />

With frontage on Anglesea Street and the<br />

Union Square boulevard, there’s great brand<br />

visibility, while a smart corporate feel and<br />

lobby entrance (with concierge service) adds<br />

a superior level of professionalism. From the<br />

end of trip facilities or parking to cafés, retail,<br />

and a business and wellness centre – Union<br />

Square will offer everything that your team of<br />

working professionals will need. Plus, a readymade<br />

community of like-minded business<br />

professionals.<br />

Enquire today, call Andrew<br />

on 021 059 8365.<br />

FOSTERS.CO.NZ . 07 849 3849

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